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Authors:Nicole Ferry, Eric Guthey, Sverre Spoelstra Pages: 241 - 243 Abstract: Leadership, Volume 20, Issue 4, Page 241-243, August 2024.
Please help us test our new pre-print finding feature by giving the pre-print link a rating. A 5 star rating indicates the linked pre-print has the exact same content as the published article.
Please help us test our new pre-print finding feature by giving the pre-print link a rating. A 5 star rating indicates the linked pre-print has the exact same content as the published article.
Authors:Barbara Kellerman Abstract: Leadership, Ahead of Print. The article points out that more than a half century into the modern leader continues virtually entirely to ignore, or at least badly to shortchange, the dark side of leadership. Bad leadership - which is, alas, as ubiquitous as pernicious. Given that bad leaders, and their bad followers, are part of everyday life - in companies and countries, and in cultures of every sort - the question is why leadership experts continue to relegate them. Why do we attempt to develop what is good while continuing even now largely to avoid the utterly urgent question of how to stop bad' On the assumption that bad leaders - including for example political leaders drunk on power and corporate leaders drunk on money - are part of the human condition the question is why we still stick our heads in the sand. To this question the article provides four answers - which in a perfect world would point the way toward a study of leadership that is more pragmatic, more grounded in the world as it is as opposed to how we would like it to be. Citation: Leadership PubDate: 2024-08-21T02:55:52Z DOI: 10.1177/17427150241272793
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Authors:Giuseppe Caruso Abstract: Leadership, Ahead of Print. Collective action failures are often attributed to inadequate organisation and leadership. Protest movements – including recent state-level protests and revolts, from the “Arab Spring” to the square occupations and Black Lives Matter, and transnational ones like the World Social Forum and recent expressions of the environmental movement such as Fridays for Future and Extinction Rebellion– have been arenas of conflicts over organisational structures and leadership. Activists consider leaders along a spectrum from representatives of the group interests, values and identity, through seductive manipulators of individuals and discourses, to illegitimate undemocratic usurpers. Some activist collectives reject leadership’s emancipatory claims and (cl)aim to prefigure horizontal political relationships. For others, leaderlessness (re)produces structures of domination that cause the collapse of collective action. I propose that a) groups appoint leaders (formal or informal) when they feel unable to ensure their survival (due to oppression, challenges to lifestyle or livelihood) or to prevent the spread of unbearable feelings (helplessness, frustration, anxiety), b) leaders do not (mostly, often at all) represent the group’s conscious will, but its underlying emotions and beliefs, and c) leadership and individual autonomy are inversely proportional and so are leadership investments and group-wide political creativity. Drawing on critical leadership studies and the psychoanalytic study of groups, I introduce some aspects of the relationship between leadership and anti-leadership and, on the other hand, politics and anti-politics. The argument presented applies to any group, formal, informal and unconscious. Citation: Leadership PubDate: 2024-08-19T05:02:09Z DOI: 10.1177/17427150241272871
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Authors:Joona Koistinen, Johanna Vuori Abstract: Leadership, Ahead of Print. We studied change initiatives towards self-managing organization in five companies, focusing on changes in leader-follower relations. Our discursive analysis based on interviews of 18 middle-managers and 38 employees suggests that organizational members identify with different types of responsibilities depending on their organizational position. We grouped these responsibilities into four orientations – organizational, institutional, coordination, and individual/work – that involve both synergistic and antagonistic elements, reflecting a plurality of interests and organizational concerns. When the authority relations between ‘leaders’ and ‘followers’ were weakened in the case organizations, these asymmetries of responsibility pushed the authoring of organizational activities into divergent trajectories. Sometimes this divergence was perceived by managers as conflicting with the organizational or institutional responsibilities they identified with. Managers controlled this tension both by influencing their subordinates’ authoring normatively and by resorting to hierarchical control practices in situations and authoring arenas perceived as critical. This resulted in hybrid arrangements including both shared and hierarchical forms of control. Eventually, one of the companies remained in and another one reintroduced conventional hierarchical structures. Accordingly, we discuss our reservations regarding the emancipatory enthusiasm around shared forms of control, as the shared mode of control seems to ‘work’ as long as employee authoring is contained within managerial power and interests. Citation: Leadership PubDate: 2024-06-21T01:56:30Z DOI: 10.1177/17427150241264050
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Authors:Shannon O’Rourke Abstract: Leadership, Ahead of Print. This essay draws on ethnographic work with minority leaders to problematize the reification of how people with privilege experience authenticity on the one hand, and the romanticization of authentic leadership on the other. Whilst the literature on authentic leadership critically engages the concept of authenticity itself, research on lesbian, gay, bisexual and queer (LGBQ) leadership offers empirical insights from the lived experiences of minority leaders. Drawing on both literatures, this essay addresses the challenge of critically engaging minority individuals’ accounts of their lived experiences relating to authentic leadership. The diverse LGBQ people in leadership roles in this UK study articulated struggles around being their “true selves” in leadership roles, as both bodies of literature suggest. Their accounts also raise concerns about how others romanticized LGBQ authenticity, creating expectations about how these minority individuals would perform authenticity for the sake of diversity, inclusion, and transformation. LGBQ leaders seem to develop a pragmatic sense about how and when they do or do not bring their sexualities into their leadership roles. In conclusion, this essay argues for an acknowledgment of how sexuality impacts the conditions for enacting authentic leadership whilst resisting the romanticism of authenticity for the sake of organization goals. Citation: Leadership PubDate: 2024-05-25T12:50:48Z DOI: 10.1177/17427150241249842
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Authors:Keith Grint Abstract: Leadership, Ahead of Print. This article features a leaked WhatsApp message to the British Prime Minister, Rishi Sunak. It was written by Mark E Avelli, a political consultant who sets out what has happened recently in the UK and how he suggests Sunak should act if he wants to remain unsuccessful. That sounds counter-intuitive but not when framed by the revolutionary political theory embraced by the consultant: success is rooted in understanding that victory is not to be acquired by saying and doing the right thing, but the opposite. Only when we understand that nobody actually wants political power and the responsibility that inevitably comes with it, do the actions of politicians make any kind of sense. Or for those keen on a short consulting takeaway to use in teaching political leadership: ‘fail fast and keep failing’. The focus here is obviously on the UK, but for readers in other countries that are led or used to be led by similar leaders, this article provides an explanation for why we keep electing people who appear to have no idea what they’re doing. Citation: Leadership PubDate: 2024-03-21T10:33:50Z DOI: 10.1177/17427150241240598
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Authors:Tatiana Bachkirova, Peter Jackson Abstract: Leadership, Ahead of Print. Multiple theories of leadership postulate specific capability requirements with an expectation that leaders recognize the need for such capabilities and become motivated to develop them. In the workplace, leaders’ development is also expected to respond to the immediate demands of the organizational context. However, what leaders end up learning in the workplace remains largely unexplored. Hence our inquiry is into what leaders choose to learn, when they are in role and face the realities and demands of their immediate and wider environment. In line with Vygotsky’s sociocultural theory and concept of ‘perezhivanie’ we explore what actually becomes important for leaders to learn when they receive developmental support from a coach. We do this by identifying the content of coaching conversations: what is demonstrably discussed in coaching - the main themes of the actual coaching conversations and how the predominance of different themes changes over the coaching engagement. Based on the analysis of the sequencing of coaching themes in 153 organizational coaching engagements we discuss the dynamic interplay of the personal and the organizational agendas in the changing foci of leader learning. We propose a novel and theoretically-grounded explanation of leaders’ choices for learning in real complex environments. The results of uniquely gathered data and analysis challenge some current trends in the scholarship and praxis of leader development. Citation: Leadership PubDate: 2024-03-11T02:50:14Z DOI: 10.1177/17427150241238830
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