Leadership (London)最新文献

{"title":"‘You can’t Google everything’: the voluntary sector and the leadership of communities of place","authors":"J. Rees, A. Sancino, Carol Jacklin-Jarvis, Michela Pagani","doi":"10.1177/17427150211057993","DOIUrl":"https://doi.org/10.1177/17427150211057993","url":null,"abstract":"Responding directly to the themes of the Special Issue, this paper addresses a surprising absence to date of the voluntary sector’s important role in the constitution of place leadership. Drawing on an empirical study of locally rooted voluntary sector organisations in a district of the Midlands of England, we aim to untangle the complex relationship between leadership, place and the voluntary sector, building on recent advances in the collective and critical approaches to leadership studies. A thematic analysis of a rich qualitative dataset highlighted three core themes of the voluntary sector contribution to collective place leadership: their ability to draw on and mobilise local knowledge, their positioning in a web of dense local relationships, and the notion that their intrinsic characteristics are a key source of their distinctiveness and value to the local governance network that constitutes the district’s place leadership. In addition to contributing to a nuanced understanding of the voluntary sector’s place in both the leadership and place leadership studies corpus, our findings shed light on the multiplexity and tensions of leading in the collective, as well as the extent to which the voluntary sector is constrained by wider structures and macro-dynamics.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"47 1","pages":"102 - 119"},"PeriodicalIF":0.0,"publicationDate":"2021-11-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86027348","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}

{"title":"Leading with Love: Rehumanising the Workplace","authors":"Karen Cripps","doi":"10.1177/17427150211050439","DOIUrl":"https://doi.org/10.1177/17427150211050439","url":null,"abstract":"","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"130 1","pages":"328 - 331"},"PeriodicalIF":0.0,"publicationDate":"2021-10-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88109726","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}

{"title":"Post-heroic heroism: Embedded masculinities in media framing of Australian business leadership","authors":"M. Khan, Jannine Williams, Penny Williams, E. French","doi":"10.1177/17427150211049600","DOIUrl":"https://doi.org/10.1177/17427150211049600","url":null,"abstract":"Over time, the relevance of heroic leadership to contemporary corporate environments has been questioned, with media coverage arguing there is a need for alternate, post-heroic forms of leadership. Using a multimodal media analysis, we show how two leading Australian business magazines frame leadership in response to this debate, identifying three distinct frames of leadership. The first frame emphasizes masculinized heroic leadership as normative which reinforces gendered assumptions through differential framing of men and women’s leadership. We then argue media (re)frames post-heroic leadership as a variation of heroic leadership through two further frames; by subsuming feminized attributes into the repertoire of heroic leadership as ‘softer masculinities’ and through the construction of a masculinized post-heroic hero, both applied exclusively to men’s leadership. This (re)framing of heroic leadership has significant implications for perceptions of credible contemporary business leadership.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"64 1","pages":"298 - 327"},"PeriodicalIF":0.0,"publicationDate":"2021-10-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80730372","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}

{"title":"Swimming against the current: Negotiating leadership challenges for women in Iran","authors":"P. Gilani, C. Rook, Yasamin Razeghi, Melissa Carr","doi":"10.1177/17427150211047102","DOIUrl":"https://doi.org/10.1177/17427150211047102","url":null,"abstract":"The representation and progression of women in leadership roles is a global issue, but research insights on the enactment of leadership by women stem from a predominantly Western perspective. As leadership is inherently context-dependent, we focus on a specific ‘place’ of leadership enactment and provide a more situated and contextual understanding of the challenges women in Iran face in entering and enacting leadership roles. This study contributes to the understanding of leadership and place by considering the dynamics of place as occurring at multiple levels – societal norms (including religion), organisational and physical (including geographical). For this in-depth inductive study 24 semi-structured interviews were conducted and analysed through Reflexive Thematic Analysis. Through the intersection of different spheres of place particular challenges for women arise. The women within our study had to negotiate the complex dynamics of doing gender well and being seen to act in line with the normative conceptions of femininity with dominant masculine expectations of what leadership and how it should be done. While also women Western contexts are constrained and / or supported by cultural (national, societal and organisation) factors as well as place in a physical and geographical sense, the specific nuances in national and societal cultural norms and the ‘harsh’ physical environment in our study provide additional challenges for women to negotiate. This study affords female leaders in Iran a voice and extends previous work on the lived experiences of women in the Middle East and North Africa Region in the under-researched context of Iran.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"36 1","pages":"162 - 185"},"PeriodicalIF":0.0,"publicationDate":"2021-10-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87762428","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}

{"title":"Anti-racist educational leadership and policy: Addressing racism in public education","authors":"Shezadi Khushal","doi":"10.1177/17427150211050441","DOIUrl":"https://doi.org/10.1177/17427150211050441","url":null,"abstract":"","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"16 1","pages":"595 - 597"},"PeriodicalIF":0.0,"publicationDate":"2021-10-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88266715","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}

{"title":"Placing Camelot: Cultivating leadership and learning in the Kennedy presidency","authors":"Leo McCann, Simon Mollan","doi":"10.1177/17427150211042153","DOIUrl":"https://doi.org/10.1177/17427150211042153","url":null,"abstract":"The concept of ‘place’ can play a powerful role in understanding how leadership is socially constructed. This article explores the geographic, symbolic and mythic uses of place in the cultivation of a distinct leadership style around the Presidency of John F. Kennedy. It focuses on the history of a social and learning event that today might be called a leadership development programme: the ‘Hickory Hill Seminars’ of 1961-4, named after and mostly held at the specific location of Robert F. Kennedy’s home. These seminars – only lightly touched on in Kennedy-era history and leadership literatures – were semi-formal occasions organized by the historian Arthur Schlesinger that brought eminent public intellectuals of the day to present their work to the assembled group of insiders. The seminars functioned as a network in action, both cultivating and projecting certain cultural formations of leadership. Bounded by the geographic places inhabited by Washington elites, the seminars formed part of the broader construction of the symbolic place of the ‘New Frontier’ and the mythic place of ‘Camelot’. The Hickory Hill seminars were one part of a broad metaphysical canvas upon which a distinct presidential leadership style and ‘legacy’ was created. Building on critical and social constructivist perspectives, we argue that geographic, symbolic and mythic notions of place can be central to the social construction of particular leadership styles and legacies, but that these creations can be deceptive, and remain always vulnerable to critique, co-optation and distortion by opponents and rivals.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"1 1","pages":"120 - 139"},"PeriodicalIF":0.0,"publicationDate":"2021-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83775075","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}

{"title":"Narrating failure","authors":"Bert Spector","doi":"10.1177/17427150211043326","DOIUrl":"https://doi.org/10.1177/17427150211043326","url":null,"abstract":"Hot Seat: What I Learned Leading a Great American Company by Jeff Immelt with Amy Wallace Avid Reader Press, 340 pp. With the pervasive positivism that dominates and, in doing so distorts, much of leadership discourse (Collinson, 2013), it is easy to forget that leaders fail at least as often as they succeed. Gareth Southgate’s English footballers failed to capture the European Championship. Angela Merkel’s once dominant Christian Democratic Union found itself far less dominant after Germany’s 2021 state elections. David Cameron’s side lost in the Brexit vote. Expedia’s board pressured CEO Mark Okerstrom to resign. And CEOMichael J. Nicholson filed for bankruptcy on behalf of J. Crew. Readers of this journal may well remain dubious about the degree to which these individuals were solely accountable for such failures. J. Crew and the entire retail industry were, after all, besieged by myriad long-standing and widespread problems and challenges. Yet observers and leaders alike tend to adhere to a simple, even simplistic, but nonetheless powerful formulation: a failure of a unit is a failure of the unit’s hierarchical leader. When a team, a business, a campaign, and so on fails, the leader has somehow and in some significant way failed. Observers think that. So, for the most part, do leaders themselves. In order to penetrate that fog of pervasive positivism, we can and should look at how leaders experience failure. But what are the avenues for doing that? Here, the CEO memoir proves useful. A certain template was established in Lee Iacocca’s eponymous 1984 best seller (Spector, 2013, 2017). That was an act of narration, and certainly self-promotion, that adhered rigorously to the classic path of a hero’s journey delineated by Campbell (1968). Since then, one CEO after another has rushed into print, sometimes immediately after, occasionally during, their tenure, to celebrate their heroic triumphs (e.g., Dell, 2021; Knight, 2016; Trump, 1987;Walton, 1992;Welch, 2001). They are all the heroes of their own narratives, yet failure is a common component of their stories Early in the hero’s journey, there will be a major setback. Iacocca, for instance, opened his story with an apparently humiliating and very public sacking by his old boss, Henry Ford II. The setback in a hero’s journey is presented as a disruption or complication in the status quo: no early setback, no journey to triumph. It is that very journey that transforms the protagonist into a “hero.” But while failure is a feature of any hero story—how else to demonstrate agency than to personally overcome early defeats?—Jeff Immelt’s Hot Seat offers a markedly different narrative structure. Iacocca’s defeat occurred early in his career, providing lots of opportunity for later triumph. Immelt’s business career finished in failure. “My tenure,” he acknowledges, “ended badly.”","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"44 1","pages":"571 - 594"},"PeriodicalIF":0.0,"publicationDate":"2021-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81719583","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}

{"title":"Leadership of place in virtual environments","authors":"G. Schmidt, Stephanie A. Van Dellen","doi":"10.1177/17427150211045153","DOIUrl":"https://doi.org/10.1177/17427150211045153","url":null,"abstract":"Place and space concepts help to illuminate how the place an organization inhabits and related beliefs have a significant impact on leadership processes. While places often have a physical presence, a sense of place is socially constructed by those who interact in it. This article offers analysis of how virtual environments can be seen as socially constructed places and how that conceptualization impacts leadership, both in the environment acting as a leadership substitute and how people engage in virtual leadership. This conceptual analysis occurs by integrating existing literature on space, place, technology affordances, and virtual leadership, as well as analyzing current virtual work environments and virtual leaders. We illustrate how virtual places can offer affordances for leadership sensemaking of political leaders, virtual place-making by social media influencers, algorithmic leadership, and shared leadership in the gig economy. We close the article by discussing how current leaders can consider the affordances of virtual environments and needed future needed research.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"134 1","pages":"186 - 202"},"PeriodicalIF":0.0,"publicationDate":"2021-09-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75066019","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}

{"title":"Crazy, stupid, disobedience: The dark side of paradoxical leadership","authors":"C. Julmi","doi":"10.1177/17427150211040693","DOIUrl":"https://doi.org/10.1177/17427150211040693","url":null,"abstract":"In organizations, paradoxes are not only an expression of growing dynamism and complexity. Leaders can also generate them intentionally by means of double-bind rhetoric in order to exercise power. In double-bind situations, followers are trapped in a paradox: they have no possibility of doing what is right, but can always be made responsible by their leaders for wrong decisions. To create awareness of this dark side of paradoxical leadership, the article builds and elaborates a theoretical typology of double binds in organizations and discusses it in terms of the introduced concept of paratoxical leadership. The article further explains how paratoxical leadership leads to dysfunctional outcomes for the individual and the organization and discusses ways to successfully prevent and resolve instances of paratoxical leadership. In this way, the article shows how leadership power, or more precisely, the abuse of leadership power, in organizations can be explained from a paradox perspective.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"18 1","pages":"631 - 653"},"PeriodicalIF":0.0,"publicationDate":"2021-08-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90328624","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}

{"title":"Fifty-five years of managerial shared leadership research: A review of an empirical field","authors":"M. Döös, Lena Wilhelmson","doi":"10.1177/17427150211037809","DOIUrl":"https://doi.org/10.1177/17427150211037809","url":null,"abstract":"Managerial shared leadership is a practice that goes beyond traditional ways of organising leadership functions. It is an organisational phenomenon where a few individuals share responsibility for the tasks of a managerial position. This paper reviews 67 empirical papers published in scientific journals. The review covers 55 years (1965–2019). The aim is to contribute knowledge about managerial shared leadership as a research field and offer some relevant theoretical concepts. No review to date has specifically focused on managerial shared leadership, and this paper intends to close this knowledge gap. The paper details the start of managerial shared leadership as a research field, presents a bibliometric analysis and the methodological approaches used, and describes the structural characteristics of managerial shared leadership. The paper includes a thematic content analysis of necessary and enabling antecedents and outcomes. Historically, the imprecise use of concepts has hampered managerial shared leadership’s development into a cohesive research field, so this paper develops and uses theoretical concepts to form a theoretical construct for the entire field. This construct is briefly discussed in relation to general shared leadership theory and critical leadership studies. In practice, managerial shared leadership may provide leadership solutions where there is an imbalance between demands and resources while managing complex situations.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"21 1","pages":"715 - 746"},"PeriodicalIF":0.0,"publicationDate":"2021-08-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80228161","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}