授权管理人员进行管理发展?

IF 2.8 3区 管理学 Q2 MANAGEMENT
M. Knudsen, M. Larsson, M. Mogensen
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引用次数: 0

摘要

本文探讨了管理与领导力发展以及领导力实践之间的关系。对管理和领导力发展方案的批判性研究主要集中在身份工作空间和/或身份监管等方案上。本文通过调查大型管理和领导力发展计划中的组织概念、组织观,以及它如何作为参与管理者的权力来源,扩展了文献。我们的调查基于对丹麦一家大型公共组织内部管理和领导力发展计划以及六名参与管理人员的管理实践的民族志研究。从组织的沟通构成角度,我们分析了管理和领导力发展计划如何(重新)产生统一的组织文本,这是一种假设组织成员具有相同目标和观点的组织观点。我们进一步分析了这个组织文本如何塑造管理者在领导实践中所参与的权力关系。这篇文章展示了统一主义的组织文本如何未能授权参与的管理者,因为它与组织中的多种观点和利益相冲突,并且不被员工和合作者视为权威来源。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Authorising managers in management development?
This article explores the relationship between management and leadership development and leadership practice. Critical studies of management and leadership development programmes have mainly focused on such programmes as spaces for identity work and/or identity regulation. This article extends the literature by investigating the notion of organisation, the organisational view, in a large management and leadership development programme and how it works as a source of authority for the participating managers. Our inquiry is based on ethnographic studies of both an in-house management and leadership development programme in a large Danish public organisation and of the managerial practice of six participating managers. Drawing on a communicative constitution of organisations perspective, we analyse how the management and leadership development programme (re)produces a unitarist organisational text, an organisational view that assumes the members of the organisation have the same goals and perspectives. We further analyse how this organisational text shapes the authority relationships that managers engage in in their leadership practice. The article demonstrates how the unitarist organisational text fails in authorising participating managers as it clashes with the plurality of perspectives and interests in the organisation and is not recognised as a source of authority by employees and collaborators.
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来源期刊
Management Learning
Management Learning MANAGEMENT-
CiteScore
6.10
自引率
29.20%
发文量
42
期刊介绍: The nature of management learning - the nature of individual and organizational learning, and the relationships between them; "learning" organizations; learning from the past and for the future; the changing nature of management, of organizations, and of learning The process of learning - learning methods and techniques; processes of thinking; experience and learning; perception and reasoning; agendas of management learning Learning and outcomes - the nature of managerial knowledge, thinking, learning and action; ethics values and skills; expertise; competence; personal and organizational change
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