Pub Date : 2021-04-03DOI: 10.1080/14697017.2021.1917489
L. Crevani, Mary Uhl‐Bien, S. Clegg, R. By
MAD statement This leading article aims at Making a Difference (MAD) by inspiring to engage in new conventions for leadership and organizational change at a time when there is an opening for new practices to emerge. The COVID-19 pandemic upended much of what we take for granted, making us more aware of the ambiguity and multiplicity of reality, of the need for collaboration, adaptation and resilience, and of the embodied and material dimension of work life.
{"title":"Changing Leadership in Changing Times II","authors":"L. Crevani, Mary Uhl‐Bien, S. Clegg, R. By","doi":"10.1080/14697017.2021.1917489","DOIUrl":"https://doi.org/10.1080/14697017.2021.1917489","url":null,"abstract":"MAD statement This leading article aims at Making a Difference (MAD) by inspiring to engage in new conventions for leadership and organizational change at a time when there is an opening for new practices to emerge. The COVID-19 pandemic upended much of what we take for granted, making us more aware of the ambiguity and multiplicity of reality, of the need for collaboration, adaptation and resilience, and of the embodied and material dimension of work life.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"21 1","pages":"133 - 143"},"PeriodicalIF":3.0,"publicationDate":"2021-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2021.1917489","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43217002","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}
Pub Date : 2021-04-03DOI: 10.1080/14697017.2021.1917492
J. Bryson, Bill Barberg, B. Crosby, M. Patton
ABSTRACT This essay explores what is involved in leading a social transformation to create public value and advance the common good. The contrast here is with strategic leadership of organizations, collaborations, and social movements. Leading a social transformation is much bigger. The required changes are multi-issue, multi-level, multi-organizational, and cross-sectoral, and can cross national frontiers. Deep and broad changes, often involving radical innovations, are needed. Deep and abiding changes in relationships – and power relationships – among people and groups are required. Leadership of organizations, collaborations, and social movements is still important for transformation, but not enough. Instead, advancing social transformation requires leadership that is deeply relational, visionary, political, adaptive, and comfortable with complexity.
{"title":"Leading Social Transformations: Creating Public Value and Advancing the Common Good","authors":"J. Bryson, Bill Barberg, B. Crosby, M. Patton","doi":"10.1080/14697017.2021.1917492","DOIUrl":"https://doi.org/10.1080/14697017.2021.1917492","url":null,"abstract":"ABSTRACT This essay explores what is involved in leading a social transformation to create public value and advance the common good. The contrast here is with strategic leadership of organizations, collaborations, and social movements. Leading a social transformation is much bigger. The required changes are multi-issue, multi-level, multi-organizational, and cross-sectoral, and can cross national frontiers. Deep and broad changes, often involving radical innovations, are needed. Deep and abiding changes in relationships – and power relationships – among people and groups are required. Leadership of organizations, collaborations, and social movements is still important for transformation, but not enough. Instead, advancing social transformation requires leadership that is deeply relational, visionary, political, adaptive, and comfortable with complexity.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"21 1","pages":"180 - 202"},"PeriodicalIF":3.0,"publicationDate":"2021-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2021.1917492","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41801982","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}
Pub Date : 2021-04-03DOI: 10.1080/14697017.2021.1917494
M. Sousa, D. van Dierendonck
ABSTRACT This article provides a contrasting perspective between populist and servant leadership. We propose four key differences based on distinct views on people centricity, the role of the people in the leadership process, the problem solving approach and the preferred leader role. Given the key function that meaning plays in leadership discourse, in particular during times of uncertainty and change, we further propose that populist leaders make use of simplistic meaning-making systems that emphasize monistic and over-simplified views around polarized options, while servant leaders in contrast use complex meaning-making systems that emphasize pluralist and reconciled views towards shared problem solving. Considering that populist leadership often makes references to serving, humility and self-sacrifice in defence of the people, we find it important to distinguish it from servant leadership. We advance, in fact, that servant leaders can function as an antidote to populism, being a genuine people centred approach with a reconciliatory and pluralist view and an adequate (but surely not perfect) response to many of our societal problems.
{"title":"Serving the need of people: the case for servant leadership against populism","authors":"M. Sousa, D. van Dierendonck","doi":"10.1080/14697017.2021.1917494","DOIUrl":"https://doi.org/10.1080/14697017.2021.1917494","url":null,"abstract":"ABSTRACT This article provides a contrasting perspective between populist and servant leadership. We propose four key differences based on distinct views on people centricity, the role of the people in the leadership process, the problem solving approach and the preferred leader role. Given the key function that meaning plays in leadership discourse, in particular during times of uncertainty and change, we further propose that populist leaders make use of simplistic meaning-making systems that emphasize monistic and over-simplified views around polarized options, while servant leaders in contrast use complex meaning-making systems that emphasize pluralist and reconciled views towards shared problem solving. Considering that populist leadership often makes references to serving, humility and self-sacrifice in defence of the people, we find it important to distinguish it from servant leadership. We advance, in fact, that servant leaders can function as an antidote to populism, being a genuine people centred approach with a reconciliatory and pluralist view and an adequate (but surely not perfect) response to many of our societal problems.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"21 1","pages":"222 - 241"},"PeriodicalIF":3.0,"publicationDate":"2021-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2021.1917494","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42152380","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}
Pub Date : 2021-04-03DOI: 10.1080/14697017.2021.1917495
Soumodip Sarkar, S. Clegg
ABSTRACT The abrupt outbreak of the COVID-19 pandemic sent unprecedented shockwaves across the globe, creating an unparalleled crisis in terms of our health, severely impacting the way we live and work. Measures such as social distancing and travel restrictions, have disrupted production and supply chains, reinforcing a demand shock. In the midst of this pandemic, however, there are leaders of resilient firms that are effectively responding to these changing times. Using a multiple-case inductive enquiry, the paper analyses how leaders activate resilience in small businesses. Employing a process framework, which focuses on sequences of activities and their interrelations which we analyse to uncover how these leaders activated this resilience and explicitly integrated the literature of resilience with that of sensemaking. Resilience emerges when cognition and behaviour work in conjunction, with businesses adapting to combat the crisis. When it comes to global disruptive crises such as the COVID-19 pandemic, extant literature provides us with little guidance. The study not only makes a number of contributions to extant literatures but also provides valuable insights and tools to help leaders effectively navigate and respond to this crisis. By doing fast research in real time the paper provides novel and original insights
{"title":"Resilience in a time of contagion: Lessons from small businesses during the COVID-19 pandemic","authors":"Soumodip Sarkar, S. Clegg","doi":"10.1080/14697017.2021.1917495","DOIUrl":"https://doi.org/10.1080/14697017.2021.1917495","url":null,"abstract":"ABSTRACT The abrupt outbreak of the COVID-19 pandemic sent unprecedented shockwaves across the globe, creating an unparalleled crisis in terms of our health, severely impacting the way we live and work. Measures such as social distancing and travel restrictions, have disrupted production and supply chains, reinforcing a demand shock. In the midst of this pandemic, however, there are leaders of resilient firms that are effectively responding to these changing times. Using a multiple-case inductive enquiry, the paper analyses how leaders activate resilience in small businesses. Employing a process framework, which focuses on sequences of activities and their interrelations which we analyse to uncover how these leaders activated this resilience and explicitly integrated the literature of resilience with that of sensemaking. Resilience emerges when cognition and behaviour work in conjunction, with businesses adapting to combat the crisis. When it comes to global disruptive crises such as the COVID-19 pandemic, extant literature provides us with little guidance. The study not only makes a number of contributions to extant literatures but also provides valuable insights and tools to help leaders effectively navigate and respond to this crisis. By doing fast research in real time the paper provides novel and original insights","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"21 1","pages":"242 - 267"},"PeriodicalIF":3.0,"publicationDate":"2021-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2021.1917495","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44248422","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}
Pub Date : 2021-04-03DOI: 10.1080/14697017.2021.1917493
Pedro Oliveira, M. P. e Cunha
ABSTRACT Patients with rare diseases, as well as their caregivers, sometimes develop new solutions to deal with their health conditions but only a small fraction share the solution with their doctor or other health professionals. When the value of patient-developed solutions is considered, the evidence is that these solutions consistently help improve the overall quality of life. Patient-developed innovations are very heterogeneous in nature, level of quality, sophistication, and cost; nonetheless, the majority are frugal in cost and design. In this paper, we explore the organizational lessons of the patient innovation platform and community, and its leadership expressions, in the context of the COVID-19 pandemic. Multi-sided online platforms for collecting, curating, and distributing those innovations can help in the fight against the pandemic by centralizing decentralization and we consider this theme in terms of our understanding of when leadership is distributed and when it is not. Distributed leadership can be considered as a paradox, a process in which leadership is retained and dispersed.
{"title":"Centralized Decentralization, or Distributed Leadership as Paradox: The Case of the Patient Innovation’s COVID-19 Portal","authors":"Pedro Oliveira, M. P. e Cunha","doi":"10.1080/14697017.2021.1917493","DOIUrl":"https://doi.org/10.1080/14697017.2021.1917493","url":null,"abstract":"ABSTRACT Patients with rare diseases, as well as their caregivers, sometimes develop new solutions to deal with their health conditions but only a small fraction share the solution with their doctor or other health professionals. When the value of patient-developed solutions is considered, the evidence is that these solutions consistently help improve the overall quality of life. Patient-developed innovations are very heterogeneous in nature, level of quality, sophistication, and cost; nonetheless, the majority are frugal in cost and design. In this paper, we explore the organizational lessons of the patient innovation platform and community, and its leadership expressions, in the context of the COVID-19 pandemic. Multi-sided online platforms for collecting, curating, and distributing those innovations can help in the fight against the pandemic by centralizing decentralization and we consider this theme in terms of our understanding of when leadership is distributed and when it is not. Distributed leadership can be considered as a paradox, a process in which leadership is retained and dispersed.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"21 1","pages":"203 - 221"},"PeriodicalIF":3.0,"publicationDate":"2021-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2021.1917493","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42238537","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}
Pub Date : 2021-02-21DOI: 10.1080/14697017.2021.1888772
K. van Dam, P. Verboon, A. Tekleab
ABSTRACT This study investigated how middle managers can facilitate change by affecting subordinates’ affective responses and attitudes towards a merger. We utilized leader-member exchange theory and appraisal theory to argue that employees who have a high quality exchange relationships with their supervising manager would be provided with more change information and opportunities for participation in the change, and, in turn, would have more positive affective perceptions of the change in terms of trust, cynicism, uncertainty and control, and subsequently be more open to the change. Multi-group analysis was applied to data of 326 employees of two health insurance companies that were involved in a merger. The findings largely supported the research model, suggesting that middle managers can facilitate change by developing high-quality relationships with their subordinates, and addressing employees’ affective perceptions of the change through change information and change participation. Our focus on the middle managers’ relationship with their employees offers theoretical and practical insights into the affective and attitudinal processes that occur during organizational change. MAD statement This study aims to Make a Difference by exploring how employees’ reactions to a planned organizational change can be influenced by their supervisor. This study emphasizes the importance of the work (exchange) relationship of middle managers and their subordinates. Employees who experienced a qualitatively better relationship felt better about the change because they were given more change information and opportunities to participate, and were more open to the change. So it seems that middle managers can have a vital role in the effective implementation of planned change.
{"title":"The Impact of Middle Managers on Employees’ Responses to a Merger: An LMX and Appraisal Theory Approach","authors":"K. van Dam, P. Verboon, A. Tekleab","doi":"10.1080/14697017.2021.1888772","DOIUrl":"https://doi.org/10.1080/14697017.2021.1888772","url":null,"abstract":"ABSTRACT This study investigated how middle managers can facilitate change by affecting subordinates’ affective responses and attitudes towards a merger. We utilized leader-member exchange theory and appraisal theory to argue that employees who have a high quality exchange relationships with their supervising manager would be provided with more change information and opportunities for participation in the change, and, in turn, would have more positive affective perceptions of the change in terms of trust, cynicism, uncertainty and control, and subsequently be more open to the change. Multi-group analysis was applied to data of 326 employees of two health insurance companies that were involved in a merger. The findings largely supported the research model, suggesting that middle managers can facilitate change by developing high-quality relationships with their subordinates, and addressing employees’ affective perceptions of the change through change information and change participation. Our focus on the middle managers’ relationship with their employees offers theoretical and practical insights into the affective and attitudinal processes that occur during organizational change. MAD statement This study aims to Make a Difference by exploring how employees’ reactions to a planned organizational change can be influenced by their supervisor. This study emphasizes the importance of the work (exchange) relationship of middle managers and their subordinates. Employees who experienced a qualitatively better relationship felt better about the change because they were given more change information and opportunities to participate, and were more open to the change. So it seems that middle managers can have a vital role in the effective implementation of planned change.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"21 1","pages":"432 - 450"},"PeriodicalIF":3.0,"publicationDate":"2021-02-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2021.1888772","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43520954","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}
Pub Date : 2021-02-18DOI: 10.1080/14697017.2021.1888771
Birgit Thomson, Johannes Rank, C. Steidelmüller
ABSTRACT Leadership behaviour plays a key role in terms of change-related well-being and health impact. The objective of this study was to identify leadership determined circumstances which mitigate the potential detrimental effects of the individual job impact of organizational change on well-being outcomes. Based on the Job Demands-Resources Model we explicate two-way and three-way interactions between individual job impact and crucial resources during organizational change provided by leaders (role clarity and interpersonal justice). Specifically, we propose that the combination of these resources will attenuate the relationships between individual job impact and both psychological contract breach/violation and mental ill-health. Field survey data were gathered from 189 employees in a group of hospitals in Germany undergoing restructuring. Only the combination of low demands and high measures of either of the resources was related to favourable criterion levels, implying that the provision of resources is not enough to mitigate negative well-being impact. Rather the increase of demands has to be monitored in phases of change. With high individual job impact, psychological contract violation was low only when both role clarity and interpersonal justice were high (significant three-way interaction). MAD statement This article makes a difference by contributing to the discussion on the central buffering hypothesis of the JDR-M considering the specific context of organizational change. It highlights that drastic individual job impact of change is a particularly difficult scenario for employees in which single or even several combined resources provided by the leader might not be able to buffer followers’ unfavourable well-being impact. We add to change literature by focussing on ‘healthy leadership’ which is relatively underrepresented in research. Our results imply that individual job impact and well-being are important aspects in planning change processes beyond outcomes considered traditionally in Organizational Behaviour Literature.
{"title":"The Individual Job Impact of Change and Employees’ Well-Being: Role Clarity and Interpersonal Justice as Leadership-Related Moderators*","authors":"Birgit Thomson, Johannes Rank, C. Steidelmüller","doi":"10.1080/14697017.2021.1888771","DOIUrl":"https://doi.org/10.1080/14697017.2021.1888771","url":null,"abstract":"ABSTRACT Leadership behaviour plays a key role in terms of change-related well-being and health impact. The objective of this study was to identify leadership determined circumstances which mitigate the potential detrimental effects of the individual job impact of organizational change on well-being outcomes. Based on the Job Demands-Resources Model we explicate two-way and three-way interactions between individual job impact and crucial resources during organizational change provided by leaders (role clarity and interpersonal justice). Specifically, we propose that the combination of these resources will attenuate the relationships between individual job impact and both psychological contract breach/violation and mental ill-health. Field survey data were gathered from 189 employees in a group of hospitals in Germany undergoing restructuring. Only the combination of low demands and high measures of either of the resources was related to favourable criterion levels, implying that the provision of resources is not enough to mitigate negative well-being impact. Rather the increase of demands has to be monitored in phases of change. With high individual job impact, psychological contract violation was low only when both role clarity and interpersonal justice were high (significant three-way interaction). MAD statement This article makes a difference by contributing to the discussion on the central buffering hypothesis of the JDR-M considering the specific context of organizational change. It highlights that drastic individual job impact of change is a particularly difficult scenario for employees in which single or even several combined resources provided by the leader might not be able to buffer followers’ unfavourable well-being impact. We add to change literature by focussing on ‘healthy leadership’ which is relatively underrepresented in research. Our results imply that individual job impact and well-being are important aspects in planning change processes beyond outcomes considered traditionally in Organizational Behaviour Literature.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"21 1","pages":"391 - 411"},"PeriodicalIF":3.0,"publicationDate":"2021-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2021.1888771","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44580533","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}
Pub Date : 2021-01-02DOI: 10.1080/14697017.2021.1861696
Johan Alvehus
ABSTRACT Leadership is a popular term, among scholars and in general. It is romanticized and seems to cover everything and nothing. Its analytical value has therefore been questioned, and so has the very existence of leadership as a phenomenon. Here, based on the social psychology of GH Mead, I argue that leadership is a fundamental human phenomenon emanating from docility. By exploring this through the lens of three classic texts – Milgram’s Obedience to Authority, Foucault’s Discipline and Punish, and Taylor’s The Principles of Scientific Management – I argue that processes that accomplish leadership are often not understood as leadership, but as something else, for example manipulation or management. More generally, I argue that leadership disappears as we identify the details of its manifestations, and from this I argue that leadership is a concept that denies its own ontological foundation. My conclusions suggest that leadership scholars and practitioners increasingly should draw attention to the choices involved in leadership processes and to practices commonly seen as not being about leadership – leadership studies will benefit from making the immaculate concept of leadership dirtier.
{"title":"Docility, Obedience and Discipline: Towards Dirtier Leadership Studies?","authors":"Johan Alvehus","doi":"10.1080/14697017.2021.1861696","DOIUrl":"https://doi.org/10.1080/14697017.2021.1861696","url":null,"abstract":"ABSTRACT Leadership is a popular term, among scholars and in general. It is romanticized and seems to cover everything and nothing. Its analytical value has therefore been questioned, and so has the very existence of leadership as a phenomenon. Here, based on the social psychology of GH Mead, I argue that leadership is a fundamental human phenomenon emanating from docility. By exploring this through the lens of three classic texts – Milgram’s Obedience to Authority, Foucault’s Discipline and Punish, and Taylor’s The Principles of Scientific Management – I argue that processes that accomplish leadership are often not understood as leadership, but as something else, for example manipulation or management. More generally, I argue that leadership disappears as we identify the details of its manifestations, and from this I argue that leadership is a concept that denies its own ontological foundation. My conclusions suggest that leadership scholars and practitioners increasingly should draw attention to the choices involved in leadership processes and to practices commonly seen as not being about leadership – leadership studies will benefit from making the immaculate concept of leadership dirtier.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"21 1","pages":"120 - 132"},"PeriodicalIF":3.0,"publicationDate":"2021-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2021.1861696","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46064116","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}
Pub Date : 2021-01-02DOI: 10.1080/14697017.2021.1880092
S. Clegg, L. Crevani, Mary Uhl‐Bien, R. By
MAD statement This leading article is setting out to Make a Difference (MAD) through catalysing the further exploration and development of leadership theory and practice by facilitating the reimagining and reframing of challenges and solutions ahead. It does so by integrating the academic concerns of the current literature with the issues raised by recent events marked by the cataclysmic end of the Trump presidency in the United States.
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Pub Date : 2021-01-02DOI: 10.1080/14697017.2021.1861698
R. By
ABSTRACT Addressing what is perhaps the biggest blind spot in leadership theory and practice, this article sets out to enshrine the pivotal role of purpose. First, it introduces the Telos Leadership Lens (TLL) consisting of the following principles: 1) Leadership is a responsibility of the many, not a privilege of the few 2) Leadership is the collective pursuit of delivering on purpose 3) Leadership purpose is to be guided by internal goods (exemplified by the UN’s Sustainable Development Goals). Second, the article further develops leadership ontology, ‘the theory of entities that are thought to be most basic and essential to any statement about leadership’, by shifting the focus to purpose. Third, emerging from these developments it identifies a new leadership model. Separately or in combination, these contributions can assist organizations in addressing current and future challenges, some of which are existential in nature as evidenced by the climate crisis, and others such as the Covid-19 pandemic potentially changing the way we live our lives and conduct our business. Although challenges of this scope can only be solved in partnership, the very nature of current leadership convention may obstruct or even prevent such partnerships from taking place in any meaningful way.
{"title":"Leadership: In Pursuit of Purpose","authors":"R. By","doi":"10.1080/14697017.2021.1861698","DOIUrl":"https://doi.org/10.1080/14697017.2021.1861698","url":null,"abstract":"ABSTRACT Addressing what is perhaps the biggest blind spot in leadership theory and practice, this article sets out to enshrine the pivotal role of purpose. First, it introduces the Telos Leadership Lens (TLL) consisting of the following principles: 1) Leadership is a responsibility of the many, not a privilege of the few 2) Leadership is the collective pursuit of delivering on purpose 3) Leadership purpose is to be guided by internal goods (exemplified by the UN’s Sustainable Development Goals). Second, the article further develops leadership ontology, ‘the theory of entities that are thought to be most basic and essential to any statement about leadership’, by shifting the focus to purpose. Third, emerging from these developments it identifies a new leadership model. Separately or in combination, these contributions can assist organizations in addressing current and future challenges, some of which are existential in nature as evidenced by the climate crisis, and others such as the Covid-19 pandemic potentially changing the way we live our lives and conduct our business. Although challenges of this scope can only be solved in partnership, the very nature of current leadership convention may obstruct or even prevent such partnerships from taking place in any meaningful way.","PeriodicalId":47003,"journal":{"name":"JOURNAL OF CHANGE MANAGEMENT","volume":"21 1","pages":"30 - 44"},"PeriodicalIF":3.0,"publicationDate":"2021-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/14697017.2021.1861698","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41508174","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}
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