Leadership development and the politics of intentionality: A case study of organisational theatre

IF 2.8 3区管理学 Q2 MANAGEMENT

Management Learning Pub Date : 2024-04-13 DOI:10.1177/13505076241238390

Leny Woolsey, Brigid Carroll, Peter O’Connor

引用次数: 0

Abstract

In this article, we report an ethnographic, arts-based research inquiry into a leadership development initiative designed using principles of Organisational Theatre. We explore dynamics of relevance and intentionality that have been over-assumed and under-researched in leadership development to tease out implications for research and practice. Our empirical material is drawn from interviews, focus group workshops, an ethnodrama process, sustained observation and questionnaires. We offer two interconnected contributions: 1) the significance of ‘the politics of intentionality’ in a theoretical framing of leadership development and 2) the role of aesthetic reflexivity in navigating such politics. These contributions are accessed through a performance ontology anchored in the dramaturgical analysis of social life most famously applied by Goffman. Our overall framing of intentionality as a nuanced, fluid, plural and political alternative to purpose offers novel insight into the field of leadership development.

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领导力发展与意向性政治：组织剧场案例研究

在这篇文章中，我们报告了一项基于艺术的人种学研究调查，调查对象是一项利用组织剧场原则设计的领导力发展计划。我们探讨了在领导力发展过程中被过度假设和研究不足的相关性和意向性动态，以揭示其对研究和实践的影响。我们的实证材料来自访谈、焦点小组研讨会、民族戏剧过程、持续观察和问卷调查。我们做出了两个相互关联的贡献：1）"意向性政治 "在领导力发展理论框架中的意义；2）审美反思性在驾驭这种政治中的作用。这些贡献都是通过以戈夫曼最著名的社会生活戏剧分析为基础的表演本体论来实现的。我们对意向性的整体构架是一种细微的、多变的、多元的和政治性的目的选择，为领导力发展领域提供了新的见解。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Management Learning MANAGEMENT-

CiteScore

6.10

自引率

29.20%

发文量

期刊介绍： The nature of management learning - the nature of individual and organizational learning, and the relationships between them; "learning" organizations; learning from the past and for the future; the changing nature of management, of organizations, and of learning The process of learning - learning methods and techniques; processes of thinking; experience and learning; perception and reasoning; agendas of management learning Learning and outcomes - the nature of managerial knowledge, thinking, learning and action; ethics values and skills; expertise; competence; personal and organizational change