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Authors:Silvija Vuković, Nico Carpentier Abstract: Leadership, Ahead of Print. This research examines the social construction of political leadership by social media followers of two Croatian politicians, president Zoran Milanović, and the mayor of Sinj, Miro Bulj, within the context of celebrity politics and populism. Through the interaction between theory and analysis, we integrate elements that construct leadership into what we distinguish as vertical (extraordinary) and horizontal (ordinary) dimensions, adding populism as an element of both dimensions. This analysis is grounded in the qualitative content analysis of 20 interviews with the two politicians’ Facebook followers, empirically showing that neither one of the elements is dominating the construction of leadership, putting the focus on the importance of the balance between the dimensions of verticality and horizontality, with modesty allowing for the mediation between the extraordinary and the ordinary. Equally important is the followers position that a perfect balance between verticality and horizontality (and a perfect leader) cannot be achieved. In short, leadership is shown to be paradoxical but not contradictory, as it is an always imperfect reconciliation of the horizontal and vertical dimensions. Citation: Leadership PubDate: 2023-09-14T10:57:46Z DOI: 10.1177/17427150231202557
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Authors:Tomas Nilsson, Jonathan Damiani Abstract: Leadership, Ahead of Print. Decades of interest in responsible leadership has drawn critical attention to how future leaders are formed by academic leadership education. It has forced teachers to increasingly contemplate what leadership ideas and pedagogical practices they bring to the classroom, and who they are in the light of the ideas and practices they adhere to. In this ‘Leading Questions’ we take an interest in how leadership educators’ identities are formed and exploited in everyday teaching. The questions and comments we present are part of an ongoing conversation on identity work triggered by the controversies we experienced when co-teaching a course titled Rethinking Leadership at a renowned international business school. Where most discussions of identity work in a business school context only highlight the distressing and unfavourable aspects of identity work, we take a different approach. We confess how we struggle with our own identities as leadership educators. We then argue this identity work comes with pedagogical potential, yet to be accounted for, especially relevant to future education of critical and responsible leaders. Finally, we confess that even if our years of conversation on our different teacher identities did not result in a distinct pedagogical model, it dramatically changed and charged our ability to intentionally make space for controversial identity work in the leadership classroom. Citation: Leadership PubDate: 2023-09-14T10:20:54Z DOI: 10.1177/17427150231201731
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Authors:S Aqeel Tirmizi Abstract: Leadership, Ahead of Print. Angela Merkel has stood out as a global leader during her 16-years tenure as Chancellor of Germany. Her chancellorship included navigating dynamics of human rights issues (support for migrants - particularly Syrian refugees), environmental protections, citizens’ wellbeing, and economic development. This paper examines the nature of her complex leadership journey, successes, and challenges through the lens of responsible leadership theory and serves three purposes. Firstly, it is an effort to provide a window into Merkel’s leadership and the lessons it offers for leading in a world amidst crises, polarization, and complexity. Major insights in this regard include acting with courage, navigating crises with persistence, pursing multilateral collaborations, and building a nonconforming leadership profile. Secondly, it critically examines the relevance of responsible leadership theory as a framework for globally responsible leadership, especially outside the realm of business organizations. In doing so, the paper particularly explores the role of ethical grounding, relational competence, and adaptive and systems capability as key dimensions of responsible leadership. Finally, it identifies some gaps in and blind spots of responsible leadership conceptualizations and offers considerations to expand the field. Citation: Leadership PubDate: 2023-09-11T03:46:54Z DOI: 10.1177/17427150231201733
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Authors:Charlotte M Edelmann, Filip Boen, Gert Vande Broek, Katrien Fransen, Jeroen Stouten Abstract: Leadership, Ahead of Print. The leadership literature has mainly considered shared leadership as a unified concept, overlooking the fact that it comes in many forms. However, the shift to shared leadership may not always yield favorable outcomes (Mumford et al., 2012). Knowing the benefits and challenges of different shared leadership implementations is crucial as it can either strengthen or undermine the overall effectiveness of shared leadership. To gain insights into the perceived (dis)advantages associated with different implementations of shared leadership, 35 qualitative interviews were conducted with employees across diverse organizational contexts. Participants were prompted to envision different shared leadership formats and to evaluate these hypothetical formats by articulating their potential (dis)advantages: (1) formally appointing peer leaders versus informal leadership (providing insights on the role of jealousy experienced by the formal leader and the ideal selection method of peer leaders); (2) having one peer leader versus several peer leaders take on leadership; and (3) having one versus multiple peer leaders for a leadership role. A thematic analysis revealed several benefits and challenges of each implementation, providing a more balanced view of this leadership model. Based on these findings, we formulate four suggestions to address potential challenges of implementing shared leadership; (1) to involve the formal leader in all stages of implementation, (2) to adopt a transparent selection process for peer leaders, (3) to provide clear role definitions for role clarity, and (4) to have leadership (roles) fulfilled by multiple peer leaders to reduce reliance on a single leader. Citation: Leadership PubDate: 2023-09-09T03:07:01Z DOI: 10.1177/17427150231200033
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Authors:Henrico van Roekel Abstract: Leadership, Ahead of Print. Shared leadership refers to a post-heroic conceptualization of leadership dispersed among employees. Studies on shared leadership in teams show its emergence depends highly on team and formal team leader characteristics, but employees’ own voice is remarkably absent: we know little about how employees individually consider how they would want to execute shared leadership. Taking a bottom-up perspective, this study presents a large-scale conjoint experiment in which 6742 healthcare employees were asked to evaluate specific leadership behaviours. The results show a notable share of employees are willing to execute shared leadership, but willingness varies dependent on a number of factors. Employees are more willing to share leadership when it is focused on building relationships or bringing about change, when it takes only few hours and when it benefits others. Besides, willingness to execute shared leadership is higher among young or male employees, and in the context of the COVID-19 crisis. This study contributes to understanding how leadership behaviour, personal characteristics and context affect the emergence of shared leadership. The study concludes by critically exploring some of the possible systemic causes for differences in willingness to execute shared leadership, connecting these to broader issues in healthcare employment. Citation: Leadership PubDate: 2023-08-30T12:42:28Z DOI: 10.1177/17427150231198978
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Authors:Elizabeth Stice Abstract: Leadership, Ahead of Print. The Great War has been especially associated with poor leadership and British soldiers have been referred to as “lions led by donkeys,” but this article looks beyond generals to the leadership of junior officers, who were sometimes considered heroes by their men. Using obituaries, this study reconstructs the model of the ideal junior officer in the British Army during the Great War and then compares that model to present-day mainstream leadership theories. This comparison provides a fresh critique of present-day models both in their construction and from the lived experience of junior officers, which gives us insight into the real-life consequences of leadership models for leaders in assigned roles. This article both builds on critiques of mainstream leadership theories by other scholars and demonstrates the power of historical examples for offering evaluative insights into present-day approaches to leadership. Citation: Leadership PubDate: 2023-08-26T04:34:27Z DOI: 10.1177/17427150231198767
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Authors:François Duhamel, Alexander Niess, Fabien De Geuser Abstract: Leadership, Ahead of Print. The study of aesthetic leadership has recently gained importance in the organizational literature, wherein some authors focused on the perception and manipulation of “beautiful” artifacts and others focused on relational processes, “dwelling in the senses” (Ropo et al., 2017). In contrast to those views, we argue that aesthetic leadership highlights the role of imagination, beyond artifacts and sense perceptions. To give due consideration to imagination in aesthetic leadership, we show how Kant and Arendt’s philosophies can be transposed to organizational studies to formulate three roles for imagination in leadership: 1. Achieve representative thinking in leadership processes; 2. Allow leadership to create social commitment to put those representations into action; and 3. Sustain a capacity of projective agency as the capacity of inventing alternative but feasible futures. Citation: Leadership PubDate: 2023-07-31T04:18:57Z DOI: 10.1177/17427150231186000
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Authors:Keith Grint Abstract: Leadership, Ahead of Print. This letter sets out to provide helpful advice to President Putin following the recent mutiny of the Wagner Group. It suggests he has made a catastrophic mistake in invading Ukraine and needs to read the history of previous Russian mutinies to understand how they happen and what is likely to happen next. This is a story that starts in Ukraine and ends in chaos. Citation: Leadership PubDate: 2023-07-19T06:09:06Z DOI: 10.1177/17427150231190500
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Authors:Christina Hirsch, Charlotte von Bülow, Peter Simpson Abstract: Leadership, Ahead of Print. Philosophy and leadership are not generally held in close association. By contrast, this paper is a call to action for the academy and organisational practitioners to reflect on the potential contribution to leadership of a practice of philosophy as a way of life. In this, we explore what this might entail with an illustrative focus on Stoicism because of its explicit attention to working in radical uncertainty. Recent literature has also identified the potential merits of Negative Capability in this regard, and we discuss how this capacity is closely related to many Stoic practices. We challenge dominant leadership discourses at a fundamental level and argue that there is a need to consider approaches to leadership education and development that go beyond merely gaining new knowledge, skills and techniques. The requirement, which is also an opportunity, is nothing less than a transformation at the level of being and of one’s vision of the world. The theoretical contribution of the paper is supported by empirical evidence from a study with ten organizational executives who were introduced to Negative Capability through an arts-based methodology. This study provides insight into the potential contribution of ideas from Stoic philosophy to the development of a capacity to work with uncertainty. However, a core argument of this paper is that working in radical uncertainty requires more than a ‘quick fix’ and practitioners must learn to develop their own practice of philosophy as a way of life. Citation: Leadership PubDate: 2023-05-30T07:43:02Z DOI: 10.1177/17427150231178092
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