Leadership marketing: an exploratory study

O’Keeffe, Alina, Ozuem, Wilson ORCID: 0000-0002-0337-1419 and Lancaster, Geoff (2016) Leadership marketing: an exploratory study. Journal of Strategic Marketing, 24 (5). pp. 418-443. doi:10.1080/0965254X.2014.1001867

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Abstract

In an era when collaboration is the key to business prosperity, the ability to develop one truly coherent and agile brand lived by its employees and delivered to external stakeholders has become extremely challenging. Unity between the internal brand and a company’s external image, when change is the only constant, has almost ceased to exist. The marketing function is frequently underemphasised at board level and its role is often devalued in leading organisational change. This paper concerns how marketing can partner with organisational leadership for a mutually beneficial exchange of skills and capabilities to be able to reinvent organisations rapidly enough to cope with shifts in the external business environment and create a sustainable future for the business. This paper explores the concept of “leadership marketing” from an interpretivist perspective which challenges the conventional view of marketing and leadership as two separate fields and offers a holistic approach for business management and brand alignment.

Item Type:	Article
Article Type:	Article
Additional Information:	This is an Accepted Manuscript of an article published by Taylor & Francis in Journal of Strategic Marketing on 6th August 2016, available online: http://www.tandfonline.com/10.1080/0965254X.2014.1001867.
Uncontrolled Keywords:	Leadership marketing, Organisational change, Brand agility
Subjects:	H Social Sciences > HF Commerce > HF5001 Business > HF5410 Marketing
Divisions:	Schools and Research Institutes > School of Business, Computing and Social Sciences
Research Priority Areas:	Applied Business & Technology
Depositing User:	Susan Turner
Date Deposited:	11 Nov 2016 13:12
Last Modified:	05 Aug 2023 11:27
URI:	https://eprints.glos.ac.uk/id/eprint/4157

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