Leadership (London)最新文献_第6页

Leadership and the future of humanity The 20th International Studying Leadership Conference 11th-13th December 2022 Call for Papers 第20届国际领导力研究会议2022年12月11日至13日征文

Leadership (London) Pub Date : 2022-04-01 DOI: 10.1177/17427150221092205

引用次数: 0

Bureaucratic squires: A critical analysis of the construction of charismatic top-leaders 官僚随从:对魅力型高层领导建构的批判性分析

Leadership (London) Pub Date : 2022-03-14 DOI: 10.1177/17427150221078442

M. Sang, Oren Golan

{"title":"Bureaucratic squires: A critical analysis of the construction of charismatic top-leaders","authors":"M. Sang, Oren Golan","doi":"10.1177/17427150221078442","DOIUrl":"https://doi.org/10.1177/17427150221078442","url":null,"abstract":"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 to as squires (Weber & Moore, 2014). Accordingly, we inquire how squires construct the charisma of top-leaders within a bureaucratic setting. Through an extensive ethnographic study in Israeli military headquarters, alongside 28 semi-structured interviews with Generals, staff officers, and personal assistants of Generals, we identified two primary strategies by which squires enhance their top-leader’s charismatic appeal: daily aggrandizing rituals and wrapping. Daily rituals that occur in meetings and visitations enhance the leader’s aura as the embodiment of authority. Wrapping is diverse acts in which squires broker the leaders’ environment and access to subalterns, thus allowing leaders to focus on their primary agenda, while elevating their perceived status. These strategies allow dyadic performance of top-leaders and squires. They intricately utilize formal and informal interactions to sustain effective distance from followers, to foster disciplined selves among senior followers. Implications of the findings regarding the role of squires as power brokers and their equivalent roles in contemporary organizations are discussed, alongside implications regarding leadership and bureaucracy research.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"22 1","pages":"427 - 445"},"PeriodicalIF":0.0,"publicationDate":"2022-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86335221","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

Evaluating assertions by a Wells Fargo CEO of a ‘return to ethical conduct’ 对富国银行首席执行官“回归道德行为”的主张进行评估

Leadership (London) Pub Date : 2022-03-10 DOI: 10.1177/17427150211064397

J. Amernic, R. Craig

{"title":"Evaluating assertions by a Wells Fargo CEO of a ‘return to ethical conduct’","authors":"J. Amernic, R. Craig","doi":"10.1177/17427150211064397","DOIUrl":"https://doi.org/10.1177/17427150211064397","url":null,"abstract":"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 had been savaged by widespread allegations of unethical conduct. Sloan sought to display ethical leadership by drawing the senators’ and other stakeholders’ attention to an (alleged) epiphany in the managerial mindset of the company. This paper contributes by proposing three desirable hallmarks by which to analyze claims of ethical leadership: balanced framing, principled use of ideology and metaphor, and justified rhetoric. These hallmarks are then explored to assess the ethical leadership discourse in Sloan’s statement. The paper demonstrates that analysis of the micro discourse of a CEO can reveal lack of a sound appreciation of the human complexity of a large organization, superficial assumptions of leadership and followership, and cloud the location of agency for ethical lapses. We conclude that the written statement submitted to the senate committee by CEO Sloan was unconvincing in enlisting belief that Wells Fargo would ‘return to ethical conduct’.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"42 1","pages":"400 - 426"},"PeriodicalIF":0.0,"publicationDate":"2022-03-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86620097","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

Putting leadership in its place: Introduction to the special issue 把领导力放到位:特刊简介

Leadership (London) Pub Date : 2022-02-01 DOI: 10.1177/17427150221083498

N. Sutherland, R. Bolden, G. Edwards, Doris Schedlitzki

引用次数: 9

Whiteness in leadership theorizing: A critical analysis of race in Bass’ transformational leadership theory 领导理论中的白人:巴斯变革型领导理论中对种族的批判性分析

Leadership (London) Pub Date : 2022-01-31 DOI: 10.1177/17427150211066442

D. Ladkin, Cherie Bridges Patrick

{"title":"Whiteness in leadership theorizing: A critical analysis of race in Bass’ transformational leadership theory","authors":"D. Ladkin, Cherie Bridges Patrick","doi":"10.1177/17427150211066442","DOIUrl":"https://doi.org/10.1177/17427150211066442","url":null,"abstract":"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 and researched leadership theories, Bernard Bass’ “Transformational Leadership Theory” (TLT) through the lens of Critical Race Theory. Understanding that the language through which transformational leadership is conveyed is indicative of its underpinning assumptions, the tools of critical discourse analysis are employed to identify the normativity of whiteness operating within this theory. The analysis reveals how normalization, solipsism, ontological expansiveness, and the creation of “abject others”—followers—infuse the theory. Through its deconstruction of TLT, the article calls for deeper interrogation of leadership theories whose unquestioned assumptions harm not only leaders and followers identified as Black, Indigenous, or People of Color, but White leaders and followers as well.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"48 1","pages":"205 - 223"},"PeriodicalIF":0.0,"publicationDate":"2022-01-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87989812","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: 4

Unleading during a pandemic: Scrutinising leadership and its impact in a state of exception 大流行期间的领导力缺失:在例外状态下审视领导力及其影响

Leadership (London) Pub Date : 2022-01-12 DOI: 10.1177/17427150211063382

Selen Kars-Unluoglu, C. Jarvis, H. Gaggiotti

{"title":"Unleading during a pandemic: Scrutinising leadership and its impact in a state of exception","authors":"Selen Kars-Unluoglu, C. Jarvis, H. Gaggiotti","doi":"10.1177/17427150211063382","DOIUrl":"https://doi.org/10.1177/17427150211063382","url":null,"abstract":"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 initiatives and leaderly actions that were made visible during the pandemic and proposes practice-based implications for redrawing leadership conceptualisations. These practices, coined as unleading, are characterised under four dimensions: unconditionality and social intention; purposeful action in the absence of an achievement motivation; sensing and attending to local conditions; and confident connecting and collaborating. The analysis and discussion of the four dimensions affirm that while leading and unleading are always present when organising, they are more or less visible and practiced depending on organisational, social and individual circumstances. The paper concludes by surfacing questions and reflections for the future of unleading and implications for leadership theorising and practice.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"15 1","pages":"277 - 297"},"PeriodicalIF":0.0,"publicationDate":"2022-01-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89363939","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

Trying out loud: Leadership development as experimentalism 大声尝试:作为实验主义的领导力发展

Leadership (London) Pub Date : 2021-12-28 DOI: 10.1177/17427150211063381

Annemette Kjærgaard, F. Meier

{"title":"Trying out loud: Leadership development as experimentalism","authors":"Annemette Kjærgaard, F. Meier","doi":"10.1177/17427150211063381","DOIUrl":"https://doi.org/10.1177/17427150211063381","url":null,"abstract":"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 appears to be a resource for less presumptuous theorizing about leadership. These more situationally sensitive approaches call for equivalent leadership development practices, and extant literature in particular has escaped the confines of the executive management classroom to only a limited extent. While experiential learning has proved an efficient means of instigating and harvesting in-classroom experiences for subsequent reflection and learning, translating these experiences into (later) leadership practice has proved problematic. The mundanity of practice rarely corresponds to the theoretical exposés emanating from classrooms. Using a leadership development program (LDP) as our case, we explore accounts from managers carrying out in-practice experiments and analyze these processes in light of Dewey’s notion of experimentalism. Identifying a series of attributes associated with the experimental intervention, we illuminate some future avenues for situated leadership development as well as offer considerations for leadership development practice.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"2013 1","pages":"383 - 399"},"PeriodicalIF":0.0,"publicationDate":"2021-12-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86451054","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

The role of the officers’ mess in inclusive military leader social identity construction 军官食堂在包容性军事领导人社会认同建构中的作用

Leadership (London) Pub Date : 2021-12-27 DOI: 10.1177/17427150211063675

Edward Gosling

引用次数: 0

Theorizing compassionate leadership from the case of Jacinda Ardern: Legitimacy, paradox and resource conservation 从杰辛达·阿德恩的案例中阐释富有同情心的领导:合法性、悖论和资源保护

Leadership (London) Pub Date : 2021-12-18 DOI: 10.1177/17427150211055291

A. Simpson, A. Rego, M. Berti, S. Clegg, Miguel Pina e Cunha

引用次数: 8

The development and disruption of relationships between leaders and organizational members and the importance of trust 领导者和组织成员之间关系的发展和破坏以及信任的重要性

Leadership (London) Pub Date : 2021-12-17 DOI: 10.1177/17427150211056738

Julie A Wilson, A. Cunliffe

引用次数: 3