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Leadership in dialogue: Exploring the spaces between ideas, communities, worldviews Leadership (IF 3.183) Pub Date : 2024-03-14
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Editorial Announcement: New Associate Editors and Editorial Board Members Gareth Edwards and Doris Schedlitzki Leadership (IF 3.183) Pub Date : 2024-03-13
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Special issue proposal for leadership: The leadership dynamics of systems change Leadership (IF 3.183) Pub Date : 2024-03-12 Nicole Ferry, Eric Guthey, Sverre Spoelstra
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What do leaders really want to learn in a workplace? A study of the shifting agendas of leadership coaching Leadership (IF 3.183) Pub Date : 2024-03-11 Tatiana Bachkirova, Peter Jackson
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
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Closing ranks: Leadership and the mundanization of the extraordinary in military history Leadership (IF 3.183) Pub Date : 2024-03-08 Keith Grint
Using examples from military history, this paper takes Alvesson and Sveningsson’s ‘Extraordinarizaton of the Mundane’ article and inverts it. They suggested that what counted as ‘leadership’ was not the acts of formal leaders but the interpretive work of subordinates, who rendered mundane actions by leaders – such as chatting to employees – as extraordinary. Here, I suggest that the reverse process
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Advancing the democratization of work: A new intellectual history of transformational leadership theory Leadership (IF 3.183) Pub Date : 2024-03-01 Lauren Eaton, Todd Bridgman, Stephen Cummings
Amidst growing demands for more democratic forms of organizing, we argue that better understanding the origins of transformational leadership theory offers a way forward. Transformational leadership theory, originally developed by American political scientist James MacGregor Burns in the late 1970s, is the best-known and most influential leadership theory in management studies. Transformational leaders
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Transformations towards an integrated leadership development system—A longitudinal study in a high-performing public organization Leadership (IF 3.183) Pub Date : 2024-02-08 Anna Fabisch, Sofia Kjellström, Marlene Ockander, Gunilla Avby
Leadership development (LD) plays a significant role in achieving high-quality performance and business results, but there is little research on how leadership development itself evolves as the organization develops. This study explores how a leadership development system evolved over 30 years, during a time when the organization became increasingly high performing. Through reflexive thematic analysis
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Josh Hawley Meets Igor Stravinsky: A Leadership Symphony Leadership (IF 3.183) Pub Date : 2023-04-25 Ralph Bathurst
In this essay I explore two leaders: the composer Igor Stravinsky (1882–1971) and United States of America Senator Joshua Hawley (b. 1979). These two offer an opportunity to re-describe leadership ...
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The dialectics of leadership identity construction: Case studies from Indigenous women leaders Leadership (IF 3.183) Pub Date : 2023-04-17 Mariana de Santibañes, Sonia M Ospina, Seulki Lee, Angela Santamaria, Michelle M Evans, Dunen Muelas, Nazareth Guerrero
Challenging oversimplified models, the leader identity literature calls for new perspectives of leadership identity construction (LIC). Using a collective leadership lens and narrative methods, thi...
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An insatiable hunger for charisma? A follower-centric analysis of populism and charismatic leadership Leadership (IF 3.183) Pub Date : 2023-04-13 Rudolf Metz, Bendegúz Plesz
While scholarship often assumes that strong leaders and charismatic leadership play an important role in the emergence of populist politics, research has missed a closer exploration of charisma att...
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Leader-in-context and historical leadership research Leadership (IF 3.183) Pub Date : 2023-03-30 Paul Sanders
Context remains an undervalued property in leadership studies (LS). After diagnosing some of the reasons for the dominance of leader centrism in LS, the article turns its attention to remedies. In ...
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The meaning of leadership for educated young bedouin men Leadership (IF 3.183) Pub Date : 2023-03-29 Nuzha Allassad Alhuzail
In a world beset by rapid change, more than ever people seek trustworthy leaders. The establishment of the State of Israel has wrought many changes in Bedouin society, including the perception of t...
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Charismatic rhetoric, perceptions of charisma and narcissism, and voting behavior: Leadership Under crisis Leadership (IF 3.183) Pub Date : 2023-03-25 Tais S Barreto, Ethlyn A Williams, Randi. L Sims, Rajnandini Pillai, Kate McCombs, Kevin B Lowe
Although research recognizes the influence of charismatic leadership and rhetoric, their practice in differing contexts and the moderating role of narcissism is understudied. Using a mixed-methods ...
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The return of the hero-leader? Volodymyr Zelensky’s international image and the global response to Russia’s invasion of Ukraine Leadership (IF 3.183) Pub Date : 2023-03-15 Małgorzata Zachara-Szymańska
This article focuses on the notion of heroic leadership as it has been applied as an analytical framework to Volodymyr Zelensky’s leadership during the Russian invasion of Ukraine in 2022. It prese...
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Dynamic properties of successful plural leadership configuration: An exploratory process-study Leadership (IF 3.183) Pub Date : 2023-03-15 Aini-Kristiina Jäppinen, Eija Räikkönen, Andréanne Gélinas-Proulx, Asko Tolvanen
Our article introduces an exploratory process study of successful plural leadership configuration in searching for alternative solutions to wicked problems. The study was executed within four educa...
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Book review: Feminist perspectives on contemporary educational leadership Leadership (IF 3.183) Pub Date : 2023-02-24 Aulia Riski, Padliah Bahar
This timely book explores how various feminist perspectives fruitfully explain women’s experience of educational leadership, drawing on a contemporary conceptualisation of fourth-wave feminism that...
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A DAOIST understanding of mindful leadership Leadership (IF 3.183) Pub Date : 2023-02-15 Charlene Tan
This article seeks to contribute to the discourse on mindful leadership by drawing on Daoist philosophy as recorded in the Daodejing (Book on the Way and Virtue). Without a clear articulation of it...
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When the boat comes in. An empirical study of leadership as emerging activities at Greenlandic fish factories Leadership (IF 3.183) Pub Date : 2023-02-08 Mette Apollo Rasmussen
Based on empirical work at Greenlandic fish factories this article develops a more nuanced view on middle management activities. The empirical findings suggests that the leadership practice of midd...
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Conversations from around the coffee table: Exploring subaltern leadership Leadership (IF 3.183) Pub Date : 2023-01-04 Mirna Carranza, Nora Melara-López, Maria Antelo, Inés Ríos
Moving towards social justice requires a deconstruction of the current work and leadership systems that contribute to and are rooted in oppression. (Re) visioning leadership must exist outside to d...
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Book review: Sounding the depths of leadership Leadership (IF 3.183) Pub Date : 2023-01-03 Dorian Haarhoff
Donna Ladkin (2008) offers the notion of leading beautifully as a kind of inward knowing focussed on the quality of being. Sounding the Depths of Leadership attempts to lay out a process to cultiva...
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Prefigurative leadership: The building of leadership roles in a municipal campaign Leadership (IF 3.183) Pub Date : 2022-12-06 Camille Bedock, Magali Della Sudda
Most research on mayoral leadership focuses on how leaders view and exercise power when in office. In contrast, we study ‘prefigurative leadership’ during a municipal campaign, i.e. the way in whic...
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Book Review: Virtual Leadership: practical strategies for success with remote or hybrid work and teams Leadership (IF 3.183) Pub Date : 2022-11-30 Opeyemi Faith Titus, Oluwadamilola Bamigbade, Odafe Martin Egere
Virtual Leadership: practical strategies for success with remote or hybrid work and team powerfully commences with the bold statement that the ‘‘society is changing, with a new generation joining t...
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Exploring alignment of assumptions in plural leadership: A case study of managers’ implicit leadership theories in the danish public sector Leadership (IF 3.183) Pub Date : 2022-11-07 Jonas Holm
Several researchers have observed that growing attention has been given to the concept of plural leadership in the past couple of decades. However, the role of the manager is largely overlooked in ...
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Did destructive leadership help create the conditions for the spread of Covid-19, and what are the early warning signs? Leadership (IF 3.183) Pub Date : 2022-10-27 Eugene Sadler Smith, Vita Akstinaite
This research asks: ‘were there any objectively identifiable signals in the words leaders used in the early stages of the Covid-19 pandemic that can be associated with ineffective management of the...
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Why is collective leadership so elusive? Leadership (IF 3.183) Pub Date : 2022-10-26 Gareth Edwards, Richard Bolden
This ‘Leading Questions’ thought piece explores the elusive nature of collective leadership. We use our previous experiences to explore issues that tend to go unnoticed and unreported within the ac...
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Volodymyr Zelenskyy, heroic leadership, and the historical gaze Leadership (IF 3.183) Pub Date : 2022-10-17 Bert Spector
Since the onset of Russia’s invasion of Ukraine, a great many people have cojoined their admiration for the grit and determination shown by the Ukraine people with their esteem for the nation’s for...
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Evaluating shifting perceptions and configurations of social capital in leadership development Leadership (IF 3.183) Pub Date : 2022-10-14 Parisa Gilani, Richard Bolden, Annie Pye
Whilst Day's (2000) description of leadership development as an investment in social capital has been widely cited, there has been little subsequent empirical or theoretical work to explore and art...
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Blackboxing leadership: Methodological practices leading to manager-centrism Leadership (IF 3.183) Pub Date : 2022-10-11 Magnus Larson, Johan Alvehus
The scholarly literature on leadership has long been characterized by leader-centrism, in the sense of a focus on individual leaders, their characteristics and actions. This tendency has been stron...
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Dialectics of distributed leadership in an interorganizational entrepreneurship hub Leadership (IF 3.183) Pub Date : 2022-10-05 Anu Kajamaa, Juha Tuunainen
In this study, we widen the understanding of how the dialectics of distributed leadership develop as part of discursive interactions in an interorganizational setting directed at renewal. Using a d...
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The gaslighting of authentic leadership 2.0 Leadership (IF 3.183) Pub Date : 2022-09-30 Mats Alvesson, Katja Einola
This article is a response to Bill Gardner and Kelly McCauley’s ‘gaslighting’ critique of our text on the perils of authentic leadership. Against gaslighting 1.0 (evilly trying to convince people t...
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Reconstructing authenticity through a multi-paradigmatic umbrella: A process perspective Leadership (IF 3.183) Pub Date : 2022-09-29 Sebastien Vendette, Catherine A Helmuth, Melissa L Intindola, Chellie Spiller
While there is a substantive body of research that recognizes the importance of authentic leadership theory, critiques have challenged its dominant and positive-focused conceptualization. We synthe...
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Alternative leadership and the pitfalls of hierarchy: When formalization enables power to be tamed Leadership (IF 3.183) Pub Date : 2022-09-22 Maud Grégoire, Guillaume Delalieux, Pauline Fatien
Hierarchy is a key – but under-studied – lens for critically exploring leadership. The critical literature suggests that both mainstream and alternative leadership contribute to the perpetuation of...
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Triple Value Leadership: Creating Sustainable Value for your Business, your Customers and Society Leadership (IF 3.183) Pub Date : 2022-09-20 Opeyemi F Titus, Bisola F Ariyo
Triple Value Leadership boldly begins with the assertion that ‘‘with the growing planetary crisis, attacks on democracy and the ongoing health challenge, businesses can no longer give priority to c...
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Leadership configuration in crises: Lessons from the English response to COVID-19 Leadership (IF 3.183) Pub Date : 2022-09-16 Dimitrios Spyridonidis, Nancy Côté, Graeme Currie, Jean-Louis Denis
Our study examines the empirical case of the political leadership response to Covid-19 in England. It shows that, rather than the ideal configuration of leadership suggested by theory, within which...
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Book Review: Leading wisely: Becoming a Reflective Leader in Turbulent times Leadership (IF 3.183) Pub Date : 2022-09-08 Opeyemi Faith Titus
‘Leading Wisely: Becoming a Reflective Leader in Turbulent times’ aspires to provide a rich and more profound insight into the reflections of wisdom in the context of leadership by posing probing q...
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The gaslighting of authentic leadership revisited Leadership (IF 3.183) Pub Date : 2022-07-18 William L Gardner, Kelly Davis McCauley
Authentic leadership theory (ALT) has become the target for considerable criticism of its conceptual grounding and the methods used for its empirical investigation. Mats Alvesson and Katja Einola (...
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The gaslighting of authentic leadership Leadership (IF 3.183) Pub Date : 2022-06-24 William L Gardner, Kelly Davis McCauley
In a recent critique of authentic leadership theory, Einola and Alvesson (2021) assert that the theory “is not only wrong in a harmless way, but it may be outright perilous to leadership scholars, ...
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Erratum to “If philosophers went on a leadership course: A (serious) farce in three Acts” Leadership (IF 3.183) Pub Date : 2022-06-13
Wilson S, Lee H, Ford J and Harding N. If philosophers went on a leadership course: A (serious) farce in three Acts. Leadership. Epub ahead of print 26 April 2022. DOI: 10.1177/17427150221083428
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Ukraine 2022, through the leadership binoculars Leadership (IF 3.183) Pub Date : 2022-06-10 Paul Sanders
The essay provides a take, by a historian, on the 2022 Ukraine war. It draws attention to the fact that, over the past 20 years, terms such as “game-changer” or “turning point” have been frequently...
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Update of leadership-as-practice “practice theory”: Featuring Joe Raelin Interviewed by Jenny Robinson Leadership (IF 3.183) Pub Date : 2022-06-01 Joseph A Raelin, Jennifer L Robinson
This article constitutes an interview between a new researcher of the field of Leadership-as-Practice (L-A-P), Jenny Robinson, with one of the co-creators of the field, Joe Raelin. It is dedicated to providing an update and refinement of leadership-as-practice “practice theory,” which has gone through a fair degree of transformation since this journal’s first article on the subject in 2008. The call
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Leadership, incrementalism and the repetition of history: A Ukrainian tragedy in four acts Leadership (IF 3.183) Pub Date : 2022-05-19 Keith Grint
Leadership is often associated with a particular form of decision-making: being decisive. This paper reflects on the limits of decisiveness and the role of incrementalism in the Russian decision to invade Ukraine and the role of the West and NATO’s decision-making over the prior 10 years. It suggests that incrementalism is both a legitimate mode and a significant problem in such scenarios, and focuses
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Investigating collective memory in the enactment of Māori leadership identities Ko te kōputu pūmahara hei whakatinana i ngā tuakiri hautū Leadership (IF 3.183) Pub Date : 2022-05-10 Rachel Wolfgramm, Robert Pouwhare, Ella Henry, Chellie Spiller, Gerson Francis Tuazon
This article is based on research investigating collective memory in the enactment of leadership identities. The context is derived from a study of Māori leadership and decision-making. The methodology is qualitative and underpinned by Kaupapa Māori research. Methods include pūrākau – Māori epistemology in the form of storytelling. Data is sourced from digital archives in the form of documentaries
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Book Review: Leading a healthy and effective organization Leadership (IF 3.183) Pub Date : 2022-05-08 Bilgehan Bozkurt
In the book entitled “Creative social change: Leadership for a healthy world” which was published before the novel Coronavirus pandemic, there could be lessons that organizations have neglected. Its main argument implies that health together with effectiveness could help leadership sustain their organizations for a healthy world. Correspondingly, this actionable book review aims to provide implications
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Proposals for the future of leadership scholarship: Suggestions in Phronesis Leadership (IF 3.183) Pub Date : 2022-05-05 Scott J Allen, David M Rosch, Joanne B Ciulla, John P Dugan, Brad Jackson, Stefanie K Johnson, Cindy Pace, Steve Kempster, Eric Guthey, Susan E Murphy, Ron E Riggio, Karen “Kat” Schrier, Wiley “Chip” Souba, Chellie Spiller
“Phronesis” can be summarized as “wisdom in determining ends and the means of attaining them.” This unique article originated from comments made by scholars on a podcast hosted by Dr. Scott Allen titled “Phronesis: Practical Wisdom for Leaders.” Here, we propose 10 specific agendas focused on the future of scholarship in the field of leadership studies, authored by some of these scholars. Topics include
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How social context impacts the emergence of leadership structures Leadership (IF 3.183) Pub Date : 2022-05-02 Philip Roth
In leadership research, it has proven useful to understand leadership as a relational phenomenon and to conceptualize leadership structures as networks of leader-member ties. Currently, research further highlights the dynamic nature of these structures and examines their emergence in more detail to uncover the underlying mechanisms. In this literature, emergence is conceptualized as social exchange
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If philosophers went on a leadership course: A (serious) farce in three Acts Leadership (IF 3.183) Pub Date : 2022-04-26 Suze Wilson, Hugh Lee, Jackie Ford, Nancy Harding
Leadership development is big business, with business schools and private providers offering leadership development programmes claimed to help turn managers into wise, good and able leaders. Leadership development originated in philosophy and, in the Western tradition, dates back at least as far as Socrates. This article asks: how would philosophers qua wisdom-lovers [philo-sophes] respond to contemporary
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Paternalistic leadership as a double-edged sword: Analysis of the Sri Lankan President’s response to the COVID-19 crisis Leadership (IF 3.183) Pub Date : 2022-04-21 Asanka Gunasekara, Pradeepa Dahanayake, Chulanee Attanayake, Santina Bertone
Despite the challenges facing small economies, leadership research has given scant attention to leaders’ behaviour in those countries during crises. Using seemingly paradoxical domains of paternalistic leadership theory: authoritarian, benevolent and moral leader behaviour, together with concepts like populism from the political science domain, we analyse how Sri Lanka’s ‘strongman’ President provided
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Orientations toward community leadership Leadership (IF 3.183) Pub Date : 2022-04-16 Colene J. Lind, Onyedikachi Ekwerike
Communities need inclusive leadership that embraces adaptive change to address complex social problems. Implementing such a leadership has proven elusive, calling into question how people understand community leadership. Through interpretive analysis of autobiographical narratives, we identified three orientations toward community leadership, which we label traditional, liberal, and hybrid. Each suggests
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Consensus, convergence, and COVID-19: The ethical role of religious reasons in leaders’ response to COVID-19 Leadership (IF 3.183) Pub Date : 2022-03-31 Marilie Coetsee
Focusing on current efforts to persuade the public to comply with COVID-19 best practices, this essay examines what role appeals to religious reasons should (or should not) play in leaders’ attempts to secure followers’ acceptance of group policies in contexts of religious and moral pluralism. While appeals to followers’ religious commitments can be helpful in promoting desirable public health outcomes
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Bureaucratic squires: A critical analysis of the construction of charismatic top-leaders Leadership (IF 3.183) Pub Date : 2022-03-14 Michael Sang, Oren Golan
Top-leaders continuously struggle to cultivate their image and duly face a challenge in fulfilling their role: establishing authority among their senior followers, while maintaining productive social distance to enhance charismatic appeal. Considering this challenge, rather than focusing on leader–follower relationship, this study critically spotlights the workings of top-leader assistants, referred
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Evaluating assertions by a Wells Fargo CEO of a ‘return to ethical conduct’ Leadership (IF 3.183) Pub Date : 2022-03-10 Joel Amernic, Russell Craig
We explore the language used by the CEO of Wells Fargo, Timothy Sloan, to sustain claims that Wells Fargo and its staff would behave in an ethically appropriate way in the future. We focus on Sloan’s opening written statement to the Committee on Banking, Housing and Urban Affairs of the United States Senate on 3 October 2017. This statement was intended to salvage Wells Fargo’s reputation after it
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Putting leadership in its place: Introduction to the special issue Leadership (IF 3.183) Pub Date : 2022-02-25 Neil Sutherland, Richard Bolden, Gareth Edwards, Doris Schedlitzki
This special issue emerges from a call for papers issued following the 18th International Studying Leadership Conference, hosted at the University of the West of England in December 2019, which addressed the theme of ‘Putting leadership in its place’. There was a certain playfulness to the topic, which invited contributors to not only look at the role of ‘place’ within Leadership Studies but also to
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Whiteness in leadership theorizing: A critical analysis of race in Bass’ transformational leadership theory Leadership (IF 3.183) Pub Date : 2022-01-31 Donna Ladkin, Cherie Bridges Patrick
Leadership theorizing is largely constructed from a positional vacuum, as if leadership looks and works identically across contexts, and as if those who theorize about leadership are not themselves subject to biases based on their own gendered, racial, class, sexual, and national identities. This article challenges the assumed neutrality of leadership theorizing by analyzing one of the most utilized
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Unleading during a pandemic: Scrutinising leadership and its impact in a state of exception Leadership (IF 3.183) Pub Date : 2022-01-12 Selen Kars-Unluoglu, Carol Jarvis, Hugo Gaggiotti
Characterising COVID-19 pandemic as a ‘state of exception’, we might expect great hero models of leadership to come to the fore. Instead, drawing on a thematic analysis of 246 news articles, this paper illustrates something different: communities, companies, individuals picked-up the leadership mantle but were reluctant to frame their practices under a leadership rhetoric. The paper explores spontaneous
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Trying out loud: Leadership development as experimentalism Leadership (IF 3.183) Pub Date : 2021-12-28 Annemette Kjærgaard, Frank Meier
Where does leadership development turn if its heroic ideals are no longer tenable? This study takes leadership practice, not the classroom, as its point of departure. Leadership studies have demonstrated the romance in leadership theory of an individual, stable, and coherent leadership figure, even if this figure does not connect to actual practices. In other streams of research, practice increasingly
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The role of the officers’ mess in inclusive military leader social identity construction Leadership (IF 3.183) Pub Date : 2021-12-27 Edward Gosling
Leadership is fundamentally a social phenomenon, and a leader’s legitimacy in personal and social terms is determined partly by how effectively they incorporate the prototypical leader identity. Using the historical British officers’ mess as a case study, this article presents a conceptual examination of the function place can perform in the construction of collective leader identities and the interconnected
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Theorizing compassionate leadership from the case of Jacinda Ardern: Legitimacy, paradox and resource conservation Leadership (IF 3.183) Pub Date : 2021-12-18 Ace V Simpson, Arménio Rego, Marco Berti, Stewart Clegg, Miguel Pina e Cunha
During times of suffering such as that inflicted by the COVID-19 pandemic, compassion expressed by leaders helps to ease distress. Doing so, those in a position to provide resources that might facilitate coping and recovery are attentive to the situations of distress. Despite an abundance of leadership theorizing and models, there still is little academic literature on compassionate leadership. To
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The development and disruption of relationships between leaders and organizational members and the importance of trust Leadership (IF 3.183) Pub Date : 2021-12-17 Julie A Wilson, Ann L Cunliffe
Our contribution lies in extending theorizing on relationship quality, by illustrating how the interwoven relationships between a leader and ‘follower’ may support or disrupt relationship development over time. Based on a study of leaders and organizational members in high-tech start-up firms, we provide concurrently a broader, more in-depth understanding, and therefore a more detailed and nuanced
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‘You can’t Google everything’: the voluntary sector and the leadership of communities of place Leadership (IF 3.183) Pub Date : 2021-11-27 James Rees, Alessandro Sancino, Carol Jacklin-Jarvis, Michela Pagani
Responding directly to the themes of the Special Issue, this paper addresses a surprising absence to date of the voluntary sector’s important role in the constitution of place leadership. Drawing on an empirical study of locally rooted voluntary sector organisations in a district of the Midlands of England, we aim to untangle the complex relationship between leadership, place and the voluntary sector
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Book Review Analysis Leadership (IF 3.183) Pub Date : 2021-11-19 Amanda Paul
Opening Doors to Diversity in Leadership is a hard-hitting look at systemic racism in the workplace. The author provides eye-opening insights into the barriers that those who are marginalized must face when establishing respect and authority in leadership roles. This eight-chapter book examines the plight of four uniquely disadvantaged groups of individuals. These groups include Indigenous populations