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What’sApp to Sunak 苏娜克的应用程序
IF 3.4 3区 管理学
Leadership Pub Date : 2024-03-21 DOI: 10.1177/17427150241240598
Keith Grint
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引用次数: 0
Leadership in dialogue: Exploring the spaces between ideas, communities, worldviews 对话中的领导力：探索思想、社群和世界观之间的空间
IF 3.4 3区 管理学
Leadership Pub Date : 2024-03-14 DOI: 10.1177/17427150241240915
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引用次数: 0
Editorial Announcement: New Associate Editors and Editorial Board Members Gareth Edwards and Doris Schedlitzki 编辑公告：新任副主编和编委会成员 Gareth Edwards 和 Doris Schedlitzki
IF 3.4 3区 管理学
Leadership Pub Date : 2024-03-13 DOI: 10.1177/17427150241240190
{"title":"Editorial Announcement: New Associate Editors and Editorial Board Members Gareth Edwards and Doris Schedlitzki","authors":"","doi":"10.1177/17427150241240190","DOIUrl":"https://doi.org/10.1177/17427150241240190","url":null,"abstract":"","PeriodicalId":47422,"journal":{"name":"Leadership","volume":"84 1","pages":""},"PeriodicalIF":3.4,"publicationDate":"2024-03-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140148911","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
Special issue proposal for leadership: The leadership dynamics of systems change 领导力特刊提案：系统变革的领导动力
IF 3.4 3区 管理学
Leadership Pub Date : 2024-03-12 DOI: 10.1177/17427150241240175
Nicole Ferry, Eric Guthey, Sverre Spoelstra
{"title":"Special issue proposal for leadership: The leadership dynamics of systems change","authors":"Nicole Ferry, Eric Guthey, Sverre Spoelstra","doi":"10.1177/17427150241240175","DOIUrl":"https://doi.org/10.1177/17427150241240175","url":null,"abstract":"","PeriodicalId":47422,"journal":{"name":"Leadership","volume":"47 1","pages":""},"PeriodicalIF":3.4,"publicationDate":"2024-03-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140149015","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
What do leaders really want to learn in a workplace? A study of the shifting agendas of leadership coaching 领导者在工作场所真正想学什么？对领导力辅导议程变化的研究
IF 3.4 3区 管理学
Leadership Pub Date : 2024-03-11 DOI: 10.1177/17427150241238830
Tatiana Bachkirova, Peter Jackson
{"title":"What do leaders really want to learn in a workplace? A study of the shifting agendas of leadership coaching","authors":"Tatiana Bachkirova, Peter Jackson","doi":"10.1177/17427150241238830","DOIUrl":"https://doi.org/10.1177/17427150241238830","url":null,"abstract":"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.","PeriodicalId":47422,"journal":{"name":"Leadership","volume":"42 1","pages":""},"PeriodicalIF":3.4,"publicationDate":"2024-03-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140108078","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
Closing ranks: Leadership and the mundanization of the extraordinary in military history 关闭队伍：军事史中的领导力与非凡的平凡化
IF 3.4 3区 管理学
Leadership Pub Date : 2024-03-08 DOI: 10.1177/17427150241238811
Keith Grint
{"title":"Closing ranks: Leadership and the mundanization of the extraordinary in military history","authors":"Keith Grint","doi":"10.1177/17427150241238811","DOIUrl":"https://doi.org/10.1177/17427150241238811","url":null,"abstract":"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 also occurs – the mundanization of the extraordinary. In this case subaltern groups are given mundane tasks to inhibit their achievement of extraordinary tasks, or, when extraordinary tasks are achieved, those same tasks are rendered mundane by their superordinates and thus devalued. Even when successful challenges to this hierarchy of value are made the superordinate culture tends to close ranks against the upstarts and reaffirm the status quo ante, or simply deny the possibility of subaltern groups achieving something so extraordinary.","PeriodicalId":47422,"journal":{"name":"Leadership","volume":"2 1","pages":""},"PeriodicalIF":3.4,"publicationDate":"2024-03-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140071665","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
Advancing the democratization of work: A new intellectual history of transformational leadership theory 推进工作民主化：变革型领导力理论的新思想史
IF 3.4 3区 管理学
Leadership Pub Date : 2024-03-01 DOI: 10.1177/17427150241232705
Lauren Eaton, Todd Bridgman, Stephen Cummings
{"title":"Advancing the democratization of work: A new intellectual history of transformational leadership theory","authors":"Lauren Eaton, Todd Bridgman, Stephen Cummings","doi":"10.1177/17427150241232705","DOIUrl":"https://doi.org/10.1177/17427150241232705","url":null,"abstract":"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 are visionaries who engage with followers’ higher-level needs and inspire them to deliver extraordinary outcomes for their organizations. Democracy was at the core of Burns’ conception of transformational leadership: voters selected their leaders and voted them out if they failed to deliver on their visions. However, this was overlooked by those who introduced the theory to management studies. Using intellectual history, we contrast the conventional representation of transformational leadership theory in business with Burns’ original conception. We explore how and why the democratic foundation of the theory was lost, why this matters, and what can be done to recover it.","PeriodicalId":47422,"journal":{"name":"Leadership","volume":"66 1","pages":""},"PeriodicalIF":3.4,"publicationDate":"2024-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140055938","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
When do leaders feel stressed by their followers? An examination of face-to-face, virtual and written interactions 领导者何时会因追随者而感到压力？对面对面、虚拟和书面互动的研究
IF 3.4 3区 管理学
Leadership Pub Date : 2023-12-25 DOI: 10.1177/17427150231223827
Elena Gesang, Ingo Klingenberg, Stefan Süß
{"title":"When do leaders feel stressed by their followers? An examination of face-to-face, virtual and written interactions","authors":"Elena Gesang, Ingo Klingenberg, Stefan Süß","doi":"10.1177/17427150231223827","DOIUrl":"https://doi.org/10.1177/17427150231223827","url":null,"abstract":"This study examines in which interactions and why followers’ behaviors can be perceived as stressful by leaders. Therefore, leaders were interviewed about particularly stressful interactions with a follower in face-to-face, virtual and written interactions. We find leaders’ stressors at work to fit three categories: leader’s loss of control, (potential) loss of the leader’s valuable resources, and threats to leader’s role. Moreover, we identify diverse daily as well as prototypical patterns of how leaders deal with some of them. Additionally, we identify undesirable work-life events and find a prototypical resilient leader characterized by feeling nearly no stress. Our study reduces the current research gap of mostly considering only leader behavior to be stressful (for followers).","PeriodicalId":47422,"journal":{"name":"Leadership","volume":"21 5","pages":""},"PeriodicalIF":3.4,"publicationDate":"2023-12-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139158577","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
Is leadership the solution to the wicked problem of climate change? 领导力是解决气候变化这一棘手问题的办法吗？
IF 3.4 3区 管理学
Leadership Pub Date : 2023-12-19 DOI: 10.1177/17427150231223595
Keith Grint
{"title":"Is leadership the solution to the wicked problem of climate change?","authors":"Keith Grint","doi":"10.1177/17427150231223595","DOIUrl":"https://doi.org/10.1177/17427150231223595","url":null,"abstract":"This media review piece considers the climate change emergency as an example of a Wicked Problem, a problem type which has no clear solution but requires the collective to address, if we are to save the planet. It also provides a mechanism to link the media debates about climate change to leadership. It first sets out a typology of problems and decision styles, and then explores the cultural theory of Mary Douglas as a way of understanding why we have such difficulties addressing Wicked Problems, but what we might do about them. It then proposes we need to focus beyond Leadership as a decision-making category and to consider the role of Management and Command. Finally, it focuses on several elements of the issue to understand where the blocks to action lie, and they include the nature of language, the role of time, and the recognition that ultimately no consensus is likely to emerge.","PeriodicalId":47422,"journal":{"name":"Leadership","volume":" 9","pages":""},"PeriodicalIF":3.4,"publicationDate":"2023-12-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138963111","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
It is time to use the F word about Trump: Fascism, populism and the rebirth of history 是时候用 "F "来形容特朗普了：法西斯主义、民粹主义和历史的重生
IF 3.4 3区 管理学
Leadership Pub Date : 2023-11-27 DOI: 10.1177/17427150231210732
Dennis Tourish
{"title":"It is time to use the F word about Trump: Fascism, populism and the rebirth of history","authors":"Dennis Tourish","doi":"10.1177/17427150231210732","DOIUrl":"https://doi.org/10.1177/17427150231210732","url":null,"abstract":"Donald Trump and the movement that he represents pose grave dangers for democracy in America, and throughout the world. I argue that it is now appropriate to describe Trumpism as a form of fascism. The events of January 6th 2001, when an attempted insurrection sought to prevent the certification of Joe Biden as President, and the agenda that Trump and his supporters are developing for a proposed second term, are viewed as turning points that have transformed Trumpism from populism into an increasingly open form of fascism. I therefore analyse Trump’s rise to power, before discussing the nature of fascism in-depth and considering how Trumpism measures up to the criteria commonly identified as characterising fascism. It also means recognising that without the person of Donald Trump at the helm the MAGA movement will remain a potent threat for the foreseeable future. But it can be defeated. Thus, I identify some of the factors that enabled fascist movements to take state power in the 1920s and 1930s. Its victories were not inevitable then and are not inevitable now. Readily available lessons from the past point to how Trumpism can be defeated in the present.","PeriodicalId":47422,"journal":{"name":"Leadership","volume":"76 1","pages":""},"PeriodicalIF":3.4,"publicationDate":"2023-11-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139233762","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
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