Leadership (London)最新文献_第4页

Book Review: Opening Doors to Diversity in Leadership 书评:打开领导多元化的大门

Leadership (London) Pub Date : 2022-10-01 DOI: 10.1177/17427150211051499

A. Paul

引用次数: 0

The gaslighting of authentic leadership 2.0 真正领导力2.0的燃气灯

Leadership (London) Pub Date : 2022-09-30 DOI: 10.1177/17427150221125271

M. Alvesson, Katja Einola

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引用次数: 5

Reconstructing authenticity through a multi-paradigmatic umbrella: A process perspective 通过多范式保护伞重构真实性:过程视角

Leadership (London) Pub Date : 2022-09-29 DOI: 10.1177/17427150221128613

Sebastien Vendette, C. Helmuth, Melissa Intindola, C. Spiller

{"title":"Reconstructing authenticity through a multi-paradigmatic umbrella: A process perspective","authors":"Sebastien Vendette, C. Helmuth, Melissa Intindola, C. Spiller","doi":"10.1177/17427150221128613","DOIUrl":"https://doi.org/10.1177/17427150221128613","url":null,"abstract":"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 synthesize these extant critiques, providing researchers with an integrative understanding of the theoretical, conceptual, and empirical deficiencies facing authenticity in a leadership context. These deficiencies have thwarted authentic leadership’s development limiting our understanding of what authentic leadership is and who authentic leaders are. Synthesizing what has been said about authentic leadership demonstrates why authenticity needs to be conceived of and studied differently. We offer being-in-becoming as a multi-paradigmatic umbrella which accommodates different ontological foundations of what it means to be authentic. A being-in-becoming approach recognizes that authenticity emanates from a developmental process, suggesting the study of authenticity must also be thought of processually. Studying authenticity as a developmental process holds important theoretical and practical implications as it embraces the processual nature of our dynamic, evolutionary beings.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"24 1","pages":"775 - 800"},"PeriodicalIF":0.0,"publicationDate":"2022-09-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87554693","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

Alternative leadership and the pitfalls of hierarchy: When formalization enables power to be tamed 另类领导和等级制度的陷阱:当正规化使得权力被驯服时

Leadership (London) Pub Date : 2022-09-22 DOI: 10.1177/17427150221128358

Maud Grégoire, G. Delalieux, Pauline Fatien

{"title":"Alternative leadership and the pitfalls of hierarchy: When formalization enables power to be tamed","authors":"Maud Grégoire, G. Delalieux, Pauline Fatien","doi":"10.1177/17427150221128358","DOIUrl":"https://doi.org/10.1177/17427150221128358","url":null,"abstract":"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 hierarchy. In mainstream leadership, even in its most recent forms in allegedly ‘flattened’ organizations, hierarchy continues to exist and followers often remain disempowered. In alternative leadership, which occurs for instance in non-hierarchical organizations, an unofficial hierarchy tends to persist: even when leadership is rejected, it is enacted in less-formalized forms, resulting in the tyranny of structurelessness and the undermining of horizontal democratic practices. Our research therefore explores whether and how alternative leadership can be practiced in such a way that it avoids the pitfalls of formal or informal hierarchy. We conducted an in-depth case study of a non-hierarchical group of freelancers, combining 140h of participant observation, 15 semi-structured interviews, and documentary analysis. Our research shows that it is possible to practice alternative leadership in a way that avoids the pitfalls of hierarchy and that this happens through the formalization of leadership. Leadership formalization allows power to be tamed by making it visible but it also involves some tensions.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"1 1","pages":"729 - 753"},"PeriodicalIF":0.0,"publicationDate":"2022-09-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81389635","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: 0

Book Review: Triple Value Leadership: Creating Sustainable Value for your Business, your Customers and Society 《三重价值领导:为企业、客户和社会创造可持续价值》

Leadership (London) Pub Date : 2022-09-20 DOI: 10.1177/17427150221128354

O. F. Titus, Bisola F Ariyo

{"title":"Book Review: Triple Value Leadership: Creating Sustainable Value for your Business, your Customers and Society","authors":"O. F. Titus, Bisola F Ariyo","doi":"10.1177/17427150221128354","DOIUrl":"https://doi.org/10.1177/17427150221128354","url":null,"abstract":"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 commercial interest and financial gains at the expense of societal and environmental interests’’ (p. 1). This 9-chapter book is a resounding plea to corporate and societal leaders to adopt a fresh, more elevated viewpoint that balances the interests of business with those of society and the environment. By posing insightful questions like: How can business leaders think that they can be successful when the societies and ecosystems that they depend on are on the verge of collapse? How can the supertanker of business transform itself such that businesses begin to provide value for meeting societal and environmental needs rather than just extracting profit? this book seeks to provide a richer and more profound insight into the reflections of the challenges faced by business leaders. This book serves as a practical guide on how leaders can integrate sustainability into the core of their business strategy. The author recognises the lip service of leaders to corporate social responsibility and lays tremendous obligation on the part of leaders to shift their usual business from ‘‘social irresponsibility’’ to ‘‘social responsibility’’ (p. 2). This social irresponsibility is exemplified by businesses that continue to pollute the environment and deplete important resources, harming both our social and natural environments.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"1 1","pages":"103 - 106"},"PeriodicalIF":0.0,"publicationDate":"2022-09-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89425176","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: 0

The leader-as-hero-as- leader trope, once again Hearts Touched with Fire: How Great Leaders are Made 作为英雄的领袖的比喻，再一次被火触动的心:伟大的领袖是如何形成的

Leadership (London) Pub Date : 2022-09-14 DOI: 10.1177/17427150221111615

Bert Spector

引用次数: 1

Book Review: Leading wisely: Becoming a Reflective Leader in Turbulent times 书评:《明智地领导:成为动荡时期的反思型领导者》

Leadership (London) Pub Date : 2022-09-08 DOI: 10.1177/17427150221126258

O. F. Titus

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引用次数: 1

The gaslighting of authentic leadership revisited 真实领导力的煤气灯重现

Leadership (London) Pub Date : 2022-07-18 DOI: 10.1177/17427150221111635

W. Gardner, K. McCauley

{"title":"The gaslighting of authentic leadership revisited","authors":"W. Gardner, K. McCauley","doi":"10.1177/17427150221111635","DOIUrl":"https://doi.org/10.1177/17427150221111635","url":null,"abstract":"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 (2019) have led the charge in advancing skepticism about ALT by warning of the pitfalls of excessive positivity in leadership research, using ALT as an illustrative example. In a subsequent exchange of letters, the cases against and for authentic leadership were advanced by Alvesson and Einola and Gardner and Karam, respectively (Gardner et al., 2021). As an extension to this debate, Einola and Alvesson (2021) advanced a provocative argument that ALT is not only misguided, but “perilous” to those who believe in it. We felt compelled to reply to this claim by documenting erroneous elements of their arguments that we contend constitute “academic gaslighting” in that they may cause leadership scholars and practitioners to inappropriately discount empirical evidence and their own lived experiences of authentic leadership (Gardner and McCauley, 2022). Alvesson and Einola (2022), in turn, replied with a lengthy defense of their position in which they assert that rather than engaging in gaslighting, their critique constitutes an effort to “enlighten” ALT. In this final entry in this academic exchange, we identify areas of agreement as well as continued disagreements in our exchange and take issue, yet again, with their argument that ALT is inherently dangerous for scholars and practitioners alike. We conclude by asking readers to be wary of these efforts to gaslight ALT and instead rely on the extant empirical evidence and their own lived experiences to draw their own conclusions about the merits of authentic leadership as a topic for academic inquiry and an approach for practicing leadership in the workplace.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"4 1","pages":"832 - 840"},"PeriodicalIF":0.0,"publicationDate":"2022-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79627940","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 gaslighting of authentic leadership 真正领导力的燃气灯

Leadership (London) Pub Date : 2022-06-24 DOI: 10.1177/17427150221111056

W. Gardner, K. McCauley

{"title":"The gaslighting of authentic leadership","authors":"W. Gardner, K. McCauley","doi":"10.1177/17427150221111056","DOIUrl":"https://doi.org/10.1177/17427150221111056","url":null,"abstract":"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, scholarship, and those who believe in it” (p. 483). They describe four “perils” of authentic leadership theory to support their arguments; in this response paper, we address each “peril”. Unfortunately, their criticism is based, in part, on misleading and inaccurate information about authentic leadership theory, which we identify and correct in this article. We contend that their arguments are at odds with the experiences of authentic leadership that both practitioners and scholars have personally encountered. In essence, through their critique, Einola and Alvesson are engaging in the practice of gaslighting, as they try to convince others to doubt their perceptions of and experiences with authentic leadership, along with the extensive empirical support that has accumulated. Further, Einola and Alvesson suggest that encouraging leaders to strive to be authentic by enhancing their self-awareness, processing positive and negative self-relevant information in a balanced fashion, establishing open and transparent relationships with followers, and living by their core values, is dangerous. We ask readers to consider the merits of their criticism, as well as our alternative, more positive perspective of authentic leadership theory. We suspect that, for many, such introspection will yield a realization that Einola and Alvesson are gaslighting them into questioning their own reality about what it means to lead with authenticity.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"20 1","pages":"801 - 813"},"PeriodicalIF":0.0,"publicationDate":"2022-06-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87380027","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

Twitter as a leadership actor — A communication as constitutive of organizing perspective on a ‘leaderless’ social movement 作为领导角色的Twitter——在“无领导”的社会运动中，作为组织视角的沟通构成

Leadership (London) Pub Date : 2022-06-18 DOI: 10.1177/17427150221107271

Marilyn Poon, Martin Kohlberger

{"title":"Twitter as a leadership actor — A communication as constitutive of organizing perspective on a ‘leaderless’ social movement","authors":"Marilyn Poon, Martin Kohlberger","doi":"10.1177/17427150221107271","DOIUrl":"https://doi.org/10.1177/17427150221107271","url":null,"abstract":"We applied a communication as constitutive of organizing (CCO) perspective in a case study to examine Twitter’s influence on the leadership dynamics in the 2019 Hong Kong Protests. We argue that Twitter is a powerful nonhuman leadership actor by demonstrating how it coordinates a plenum of co-participating agencies to construct meaningful narratives. In addition, we show that while many social movements call themselves leaderless, because of Twitter’s co-participation, they are not leadership-less. Using digital methods, we first harvested movement-relevant tweets based on hashtags and retweet counts from a key event of the protests, and then analysed the video content in the three most-retweeted tweets. Our analysis shows that Twitter’s various mechanisms dictate how online conversations unfold, and that Twitter therefore influences how “authoritative text” is established. Our study contributes to the literature in three ways. First, we contribute to critical leadership studies by showing that Twitter is a leadership actor that enacts sociomaterial leadership, which further challenges the dominant human-centric and masculine views of leadership. In doing so, we reveal that the persistent leaderless movement narrative is a fantasy. Second, by illustrating how Twitter’s authorship mechanisms generate authority and polarity, we contribute to a stream of CCO studies showing that platforms influence power dynamics. Third, by attending to multivocality and dissensus, where a myriad of voices could speak up against the established and perceived injustice, we assert that Twitter as a leadership actor dictates specific modes of communication with performative effects.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"10 1","pages":"656 - 679"},"PeriodicalIF":0.0,"publicationDate":"2022-06-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87896713","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: 0