Leadership (London)最新文献_第10页

Queering public leadership: The case of lesbian, gay, bisexual and transgender leaders in the Philippines 酷儿公共领导:菲律宾女同性恋、男同性恋、双性恋和变性领导人的案例

Leadership (London) Pub Date : 2021-04-01 DOI: 10.1177/1742715020953273

L. C. Gamboa, E. D. Ilac, A. M. J. M. Carangan, J. I. S. Agida

引用次数: 7

‘Unlocking Us’: Analyzing the US election and its aftermath “解锁我们”:分析美国大选及其后果

Leadership (London) Pub Date : 2021-03-31 DOI: 10.1177/17427150211003002

Sarah Chace

{"title":"‘Unlocking Us’: Analyzing the US election and its aftermath","authors":"Sarah Chace","doi":"10.1177/17427150211003002","DOIUrl":"https://doi.org/10.1177/17427150211003002","url":null,"abstract":"The American presidential election of 2020 ended in the early hours of Thursday 7 January 2021, when the US Congress counted and certified the ballots of the Electoral College in the aftermath of a violent, Trump-supporting mob breaching the US Capitol. The spectacle of this assault may be analyzed for years to come, yet it is immediately clear that it was the result of authoritarian impulses on the part of the defeated president. Critical Leadership Studies has concerned itself with the ‘problematization’ of leadership theory, often examining distributions of power both within society and within the discipline itself. This article takes its title from Brené Brown’s podcast, ‘Unlocking Us’, torqueing it in an effort to understand these events and their causes as a group dynamic that manifested between Trump and his supporters. I also make the argument that the anxiety fomented and falsely contained by Trump has its deeper origins in what Kuhn labeled ‘paradigm shifts’. To deconstruct the kind of leadership that took place in the run-up to and the aftermath of the 2020 election—darkly charismatic, authoritarian, and cultish—I employ three lenses of analysis: paradigm shifts as progenitors of crisis; ‘basic assumption’ patterns of work avoidance in groups; and ‘holding environments’ as the imposition of salutary boundaries that foster growth. In combination, these three lenses offer an interpretation of recent events in America that enhances the dialectical approach proposed by Critical Leadership Theory.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"22 1","pages":"365 - 375"},"PeriodicalIF":0.0,"publicationDate":"2021-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83605637","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 2

Disrupting masculinities within leadership: Problems of embodiment, ethics, identity and power 颠覆领导中的男性化:体现、道德、身份和权力的问题

Leadership (London) Pub Date : 2021-03-29 DOI: 10.1177/17427150211004053

D. Knights

引用次数: 3

The perils of authentic leadership theory 真实领导理论的危险

Leadership (London) Pub Date : 2021-03-27 DOI: 10.1177/17427150211004059

Katja Einola, M. Alvesson

引用次数: 22

Problematizing authentic leadership: How the experience of minoritized people highlights the impossibility of leading from one’s “true self” 真实领导力的问题化:少数民族的经历如何突出了以“真实自我”领导的不可能性

Leadership (London) Pub Date : 2021-03-17 DOI: 10.1177/1742715021999586

D. Ladkin

引用次数: 11

‘I AM’: Indigenous consciousness for authenticity and leadership “我是”:对真实性和领导力的本土意识

Leadership (London) Pub Date : 2021-03-17 DOI: 10.1177/1742715021999590

C. Spiller

引用次数: 3

Reframing the past to legitimate the future: Building collective agency for social change through a process of decolonizing memory 重塑过去以使未来合法化:通过非殖民化记忆的过程建立社会变革的集体机构

Leadership (London) Pub Date : 2021-03-17 DOI: 10.1177/1742715021999892

Antonio Jimenez-Luque

{"title":"Reframing the past to legitimate the future: Building collective agency for social change through a process of decolonizing memory","authors":"Antonio Jimenez-Luque","doi":"10.1177/1742715021999892","DOIUrl":"https://doi.org/10.1177/1742715021999892","url":null,"abstract":"Subaltern social groups do not see their conceptualizations of leadership represented by the images of leadership and leaders portrayed in the narratives of the “official” history of their countries. This article draws from the experience of an American Indian summer leadership camp in the United States (US) where memory is used by the organization as a resource for legitimizing their power and leadership perspectives to effect social change. Through a leadership work based on rhetoric and framing to decolonize the dominant history of the US, a process of collective sense and meaning-making is unfolded. This work of leadership builds collective agency that contributes to legitimize both American Indian memories and leadership perspectives. Through legitimacy, subordinated social groups develop the capacity to justify that they hold the power to govern themselves and not just to consent and submit to external actors. Eventually, legitimacy of memory and leadership perspectives can be leveraged as power since the group believes in their potential. Through a critical approach drawing from history and sociology, the study contributes insights to both the social change and the Indigenous leadership literature.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"87 1","pages":"586 - 605"},"PeriodicalIF":0.0,"publicationDate":"2021-03-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79934448","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 1

The construction of leadership practice: Making sense of leader competencies 领导实践的建构:厘清领导能力

Leadership (London) Pub Date : 2021-02-24 DOI: 10.1177/1742715021996497

Dag Jansson, Erik Døving, Beate Elstad

{"title":"The construction of leadership practice: Making sense of leader competencies","authors":"Dag Jansson, Erik Døving, Beate Elstad","doi":"10.1177/1742715021996497","DOIUrl":"https://doi.org/10.1177/1742715021996497","url":null,"abstract":"The notion of leadership competencies is a much-debated issue. In this article, we propose that how the leader makes sense of his or her competencies is key to leadership practice. Specifically, we look at how leaders reconcile discrepancies between the self-perceived proficiency of various competencies and their corresponding importance. Empirically, we study leaders within the music domain – how choral conductors make sense of their competencies in the shaping of their professional practice. We investigated how choral leaders in Scandinavia (N = 638) made sense of their competencies in the face of demands in their working situations. A mixed methodology was used, comprising a quantitative survey with qualitative comments and in-depth interviews with a selection of the respondents. The results show that when choral leaders shape their practice, they frequently face competency gaps that compel them to act or adjust their identity. The key to this sensemaking process is how they move competency elements they master to the foreground and wanting elements to the background. The concept of ‘sensemaking affordance’ is introduced to account for how various leader competency categories are negotiated to safeguard overall efficacy.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"17 1","pages":"560 - 585"},"PeriodicalIF":0.0,"publicationDate":"2021-02-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84480105","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 7

Problematizing leadership learning facilitation through a trickster archetype: An investigation into power and identity in liminal spaces 通过骗子原型来解决领导学习促进的问题:对有限空间中权力和身份的调查

Leadership (London) Pub Date : 2021-02-24 DOI: 10.1177/1742715021998229

G. Edwards, B. Hawkins, N. Sutherland

{"title":"Problematizing leadership learning facilitation through a trickster archetype: An investigation into power and identity in liminal spaces","authors":"G. Edwards, B. Hawkins, N. Sutherland","doi":"10.1177/1742715021998229","DOIUrl":"https://doi.org/10.1177/1742715021998229","url":null,"abstract":"This study uses the archetype of a ‘trickster’ to reflect back on, and hence problematize, the role of the educator/facilitator identity in leadership learning. This is based on the view that a trickster is a permanent resident in liminal spaces and that these liminal spaces play an important role in leadership learning. Our approach was based on the reading of the trickster literature alongside reflective conversations on our own experiences of facilitation of leadership learning, development and education. We suggest that paying attention to the trickster tale draws attention to the romanticization of leadership development and its facilitation as based on a response to crisis that leads to a further enhancement of the leader as a hero. Hence, it also offers ways to problematize leadership learning by uncovering the shadow side of facilitation and underlying power relations. We therefore contribute by showing how, as facilitators, we can use the trickster archetype to think more critically, reflectively and reflexively about our role and practices as educators, in particular, the ethical and power-related issues. In our conclusions, we make recommendations for research, theory and practice and invite other facilitators to share with us their trickster tales.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"65 1","pages":"542 - 559"},"PeriodicalIF":0.0,"publicationDate":"2021-02-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81184329","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 3

Individual and collective leadership for deliberate transformations: Insights from Indigenous leadership 个人和集体领导的深思熟虑的变革:来自土著领导的见解

Leadership (London) Pub Date : 2021-02-20 DOI: 10.1177/1742715021996486

Irmelin Gram-Hanssen

{"title":"Individual and collective leadership for deliberate transformations: Insights from Indigenous leadership","authors":"Irmelin Gram-Hanssen","doi":"10.1177/1742715021996486","DOIUrl":"https://doi.org/10.1177/1742715021996486","url":null,"abstract":"Deliberately transforming society toward equitable and sustainable futures requires leadership. But what kind of leadership? While the dominant understanding of leadership often centers on the individual, the concept of collective leadership is receiving increased attention. Yet, the relationship between individual and collective leadership remains elusive and has been given limited attention in the transformation literature. In this study, I explore how leadership is understood and enacted in an Alaska Native community engaged in transforming community systems toward enhanced sustainability. I draw on Indigenous leadership research, organized through four interrelated analytical lenses: the individual leader, leadership through culture, leadership through process, and leadership through integration. I find that leadership in the community can be seen as something simultaneously individual and collective and argue that an Indigenous relational ontology makes it possible to imagine leadership as an “individual-collective simultaneity.” In the discussion, I highlight the connections to emerging theories and approaches within “mainstream” leadership research, pointing to the potential for bridging disciplines and paradigms. For leadership and transformation researchers to engage in this bridging work, we must reflect on and reconsider our assumptions as to what agency for transformation is, with important implications for how we work to support transformations. While “ontological bridge building” creates tensions, it is through holding and working through these creative tensions that we can start to see pathways toward equitable and sustainable futures.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"135 1","pages":"519 - 541"},"PeriodicalIF":0.0,"publicationDate":"2021-02-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78607089","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 9