Pub Date : 2024-09-17DOI: 10.1177/17427150241286145
Türker Baş, Mustafa F Özbilgin, Cihat Erbil, Marios Samdanis
Organisations increasingly embrace allyship as a strategy to enhance support for diversity. The rise of atypical leaders offers hope to individuals from marginalised backgrounds, fostering the belief that these leaders would align themselves as allies and actively promote diversity within organisations. However, this assumption remains empirically untested. This paper investigates the tendency of atypical leaders to engage in allyship behaviours in contexts where regulatory and normative support for diversity is absent. Within unregulated neoliberal environments, the significance of atypical leaders is amplified, as diversity initiatives frequently receive limited backing from typical leaders, and the lack of a regulatory framework subjects these initiatives to considerable strain and risk. Through a qualitative study involving 33 atypical leaders from Turkey, we explore whether atypical leaders exhibit allyship towards diversity. Our findings delineate the conditions that enable and limit the effectiveness of atypical leaders’ allyship in a country with a toxic triangle of diversity. This study illuminates the critical influence of the regulatory environment on the allyship behaviours of atypical leaders, underlining the complex interplay between leadership, regulatory contexts, and allyship practices.
{"title":"When atypical leaders fail to deliver allyship for diversity: The case of an unregulated neoliberal national context","authors":"Türker Baş, Mustafa F Özbilgin, Cihat Erbil, Marios Samdanis","doi":"10.1177/17427150241286145","DOIUrl":"https://doi.org/10.1177/17427150241286145","url":null,"abstract":"Organisations increasingly embrace allyship as a strategy to enhance support for diversity. The rise of atypical leaders offers hope to individuals from marginalised backgrounds, fostering the belief that these leaders would align themselves as allies and actively promote diversity within organisations. However, this assumption remains empirically untested. This paper investigates the tendency of atypical leaders to engage in allyship behaviours in contexts where regulatory and normative support for diversity is absent. Within unregulated neoliberal environments, the significance of atypical leaders is amplified, as diversity initiatives frequently receive limited backing from typical leaders, and the lack of a regulatory framework subjects these initiatives to considerable strain and risk. Through a qualitative study involving 33 atypical leaders from Turkey, we explore whether atypical leaders exhibit allyship towards diversity. Our findings delineate the conditions that enable and limit the effectiveness of atypical leaders’ allyship in a country with a toxic triangle of diversity. This study illuminates the critical influence of the regulatory environment on the allyship behaviours of atypical leaders, underlining the complex interplay between leadership, regulatory contexts, and allyship practices.","PeriodicalId":47422,"journal":{"name":"Leadership","volume":null,"pages":null},"PeriodicalIF":3.4,"publicationDate":"2024-09-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142252394","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-17DOI: 10.1177/17427150241283135
Graham Sewell
There is now a substantial literature on the desirability of authentic leadership. While the concept has its critics, overwhelming this literature sees authentic leadership as a virtuous practice that benefits all: the leaders themselves, their followers, and the organizations they lead. But what if were possible for a leader to be seen as both authentic and cruel? For this to happen it would require a vice to be reconstrued as a virtue. Drawing on the work of Judith Shklar, I argue that it is indeed possible for a leader to be both authentic and cruel under circumstances where cruelty is seen by followers as a legitimate means to a desirable end. I support this claim by examining the way that some political leaders advocate cruelty toward refugees in the name of the common good. Shklar has shown that, under such circumstances, a leader is more likely to be challenged by their followers for being hypocritical (the antipode of authenticity) than for being cruel. From this I draw conclusions about the nature of authentic leadership as a performative and productive practice. I end by encouraging research on the organizational and institutional antecedents that enable leaders who are deemed to be authentic to thrive, even when they act cruelly.
{"title":"Can a leader be authentic and cruel? What happens when a vice becomes a virtue","authors":"Graham Sewell","doi":"10.1177/17427150241283135","DOIUrl":"https://doi.org/10.1177/17427150241283135","url":null,"abstract":"There is now a substantial literature on the desirability of authentic leadership. While the concept has its critics, overwhelming this literature sees authentic leadership as a virtuous practice that benefits all: the leaders themselves, their followers, and the organizations they lead. But what if were possible for a leader to be seen as both authentic and cruel? For this to happen it would require a vice to be reconstrued as a virtue. Drawing on the work of Judith Shklar, I argue that it is indeed possible for a leader to be both authentic and cruel under circumstances where cruelty is seen by followers as a legitimate means to a desirable end. I support this claim by examining the way that some political leaders advocate cruelty toward refugees in the name of the common good. Shklar has shown that, under such circumstances, a leader is more likely to be challenged by their followers for being hypocritical (the antipode of authenticity) than for being cruel. From this I draw conclusions about the nature of authentic leadership as a performative and productive practice. I end by encouraging research on the organizational and institutional antecedents that enable leaders who are deemed to be authentic to thrive, even when they act cruelly.","PeriodicalId":47422,"journal":{"name":"Leadership","volume":null,"pages":null},"PeriodicalIF":3.4,"publicationDate":"2024-09-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142252393","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-10DOI: 10.1177/17427150241282539
Antonio Jimenez-Luque
Environmental activists and social movements worldwide have directed different forms of resistance toward an unsustainable and unfair model of development based on limitless growth and continuous exploitation of natural resources and people. For these processes of resistance, using the Internet has been key in creating a global discourse and consciousness of environmental activism and collective action. Drawing from the resistance leadership and the social movement literature, this paper offers an overview of the environmental movement for the global ‘Buen Vivir’ that originates in Latin America and their struggle against environmental degradation and climate change. Implementing a content analysis of the movement’s social media, this study focuses on the role of rhetoric and framing as tools for resistance. Three main findings emerged after analyzing the data: (1) Framing injustices for enhancing global environmental consciousness; (2) Framing solutions for imagining possibilities inspired by nature; and (3) Framing a rationale for unfolding collective action and building networks. This paper contributes to the resistance leadership literature, bringing new insights and further knowledge of how people can effectively resist and challenge the status quo using rhetoric and framing through social media platforms.
{"title":"Rhetoric as resistance leadership in the ‘buen vivir’ global movement: Framing on social media collective utopias inspired by nature to challenge the status quo","authors":"Antonio Jimenez-Luque","doi":"10.1177/17427150241282539","DOIUrl":"https://doi.org/10.1177/17427150241282539","url":null,"abstract":"Environmental activists and social movements worldwide have directed different forms of resistance toward an unsustainable and unfair model of development based on limitless growth and continuous exploitation of natural resources and people. For these processes of resistance, using the Internet has been key in creating a global discourse and consciousness of environmental activism and collective action. Drawing from the resistance leadership and the social movement literature, this paper offers an overview of the environmental movement for the global ‘Buen Vivir’ that originates in Latin America and their struggle against environmental degradation and climate change. Implementing a content analysis of the movement’s social media, this study focuses on the role of rhetoric and framing as tools for resistance. Three main findings emerged after analyzing the data: (1) Framing injustices for enhancing global environmental consciousness; (2) Framing solutions for imagining possibilities inspired by nature; and (3) Framing a rationale for unfolding collective action and building networks. This paper contributes to the resistance leadership literature, bringing new insights and further knowledge of how people can effectively resist and challenge the status quo using rhetoric and framing through social media platforms.","PeriodicalId":47422,"journal":{"name":"Leadership","volume":null,"pages":null},"PeriodicalIF":3.4,"publicationDate":"2024-09-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142225480","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-21DOI: 10.1177/17427150241272793
Barbara Kellerman
The article points out that more than a half century into the modern leader continues virtually entirely to ignore, or at least badly to shortchange, the dark side of leadership. Bad leadership - which is, alas, as ubiquitous as pernicious. Given that bad leaders, and their bad followers, are part of everyday life - in companies and countries, and in cultures of every sort - the question is why leadership experts continue to relegate them. Why do we attempt to develop what is good while continuing even now largely to avoid the utterly urgent question of how to stop bad? On the assumption that bad leaders - including for example political leaders drunk on power and corporate leaders drunk on money - are part of the human condition the question is why we still stick our heads in the sand. To this question the article provides four answers - which in a perfect world would point the way toward a study of leadership that is more pragmatic, more grounded in the world as it is as opposed to how we would like it to be.
{"title":"Bad leadership - Why we steer clear","authors":"Barbara Kellerman","doi":"10.1177/17427150241272793","DOIUrl":"https://doi.org/10.1177/17427150241272793","url":null,"abstract":"The article points out that more than a half century into the modern leader continues virtually entirely to ignore, or at least badly to shortchange, the dark side of leadership. Bad leadership - which is, alas, as ubiquitous as pernicious. Given that bad leaders, and their bad followers, are part of everyday life - in companies and countries, and in cultures of every sort - the question is why leadership experts continue to relegate them. Why do we attempt to develop what is good while continuing even now largely to avoid the utterly urgent question of how to stop bad? On the assumption that bad leaders - including for example political leaders drunk on power and corporate leaders drunk on money - are part of the human condition the question is why we still stick our heads in the sand. To this question the article provides four answers - which in a perfect world would point the way toward a study of leadership that is more pragmatic, more grounded in the world as it is as opposed to how we would like it to be.","PeriodicalId":47422,"journal":{"name":"Leadership","volume":null,"pages":null},"PeriodicalIF":3.4,"publicationDate":"2024-08-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142225482","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-19DOI: 10.1177/17427150241272871
Giuseppe Caruso
Collective action failures are often attributed to inadequate organisation and leadership. Protest movements – including recent state-level protests and revolts, from the “Arab Spring” to the square occupations and Black Lives Matter, and transnational ones like the World Social Forum and recent expressions of the environmental movement such as Fridays for Future and Extinction Rebellion– have been arenas of conflicts over organisational structures and leadership. Activists consider leaders along a spectrum from representatives of the group interests, values and identity, through seductive manipulators of individuals and discourses, to illegitimate undemocratic usurpers. Some activist collectives reject leadership’s emancipatory claims and (cl)aim to prefigure horizontal political relationships. For others, leaderlessness (re)produces structures of domination that cause the collapse of collective action. I propose that a) groups appoint leaders (formal or informal) when they feel unable to ensure their survival (due to oppression, challenges to lifestyle or livelihood) or to prevent the spread of unbearable feelings (helplessness, frustration, anxiety), b) leaders do not (mostly, often at all) represent the group’s conscious will, but its underlying emotions and beliefs, and c) leadership and individual autonomy are inversely proportional and so are leadership investments and group-wide political creativity. Drawing on critical leadership studies and the psychoanalytic study of groups, I introduce some aspects of the relationship between leadership and anti-leadership and, on the other hand, politics and anti-politics. The argument presented applies to any group, formal, informal and unconscious.
{"title":"The leaderlessness conundrum: Politics and anti-politics in global justice movements","authors":"Giuseppe Caruso","doi":"10.1177/17427150241272871","DOIUrl":"https://doi.org/10.1177/17427150241272871","url":null,"abstract":"Collective action failures are often attributed to inadequate organisation and leadership. Protest movements – including recent state-level protests and revolts, from the “Arab Spring” to the square occupations and Black Lives Matter, and transnational ones like the World Social Forum and recent expressions of the environmental movement such as Fridays for Future and Extinction Rebellion– have been arenas of conflicts over organisational structures and leadership. Activists consider leaders along a spectrum from representatives of the group interests, values and identity, through seductive manipulators of individuals and discourses, to illegitimate undemocratic usurpers. Some activist collectives reject leadership’s emancipatory claims and (cl)aim to prefigure horizontal political relationships. For others, leaderlessness (re)produces structures of domination that cause the collapse of collective action. I propose that a) groups appoint leaders (formal or informal) when they feel unable to ensure their survival (due to oppression, challenges to lifestyle or livelihood) or to prevent the spread of unbearable feelings (helplessness, frustration, anxiety), b) leaders do not (mostly, often at all) represent the group’s conscious will, but its underlying emotions and beliefs, and c) leadership and individual autonomy are inversely proportional and so are leadership investments and group-wide political creativity. Drawing on critical leadership studies and the psychoanalytic study of groups, I introduce some aspects of the relationship between leadership and anti-leadership and, on the other hand, politics and anti-politics. The argument presented applies to any group, formal, informal and unconscious.","PeriodicalId":47422,"journal":{"name":"Leadership","volume":null,"pages":null},"PeriodicalIF":3.4,"publicationDate":"2024-08-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142198822","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-13DOI: 10.1177/17427150241272279
Nicole Ferry, Eric Guthey, Sverre Spoelstra
{"title":"Special issue proposal for leadership: The leadership dynamics of systems change","authors":"Nicole Ferry, Eric Guthey, Sverre Spoelstra","doi":"10.1177/17427150241272279","DOIUrl":"https://doi.org/10.1177/17427150241272279","url":null,"abstract":"","PeriodicalId":47422,"journal":{"name":"Leadership","volume":null,"pages":null},"PeriodicalIF":3.4,"publicationDate":"2024-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142198823","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-13DOI: 10.1177/17427150241272289
{"title":"Leadership in dialogue: Exploring the spaces between ideas, communities, worldviews","authors":"","doi":"10.1177/17427150241272289","DOIUrl":"https://doi.org/10.1177/17427150241272289","url":null,"abstract":"","PeriodicalId":47422,"journal":{"name":"Leadership","volume":null,"pages":null},"PeriodicalIF":3.4,"publicationDate":"2024-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142225481","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-06-21DOI: 10.1177/17427150241264050
Joona Koistinen, Johanna Vuori
We studied change initiatives towards self-managing organization in five companies, focusing on changes in leader-follower relations. Our discursive analysis based on interviews of 18 middle-managers and 38 employees suggests that organizational members identify with different types of responsibilities depending on their organizational position. We grouped these responsibilities into four orientations – organizational, institutional, coordination, and individual/work – that involve both synergistic and antagonistic elements, reflecting a plurality of interests and organizational concerns. When the authority relations between ‘leaders’ and ‘followers’ were weakened in the case organizations, these asymmetries of responsibility pushed the authoring of organizational activities into divergent trajectories. Sometimes this divergence was perceived by managers as conflicting with the organizational or institutional responsibilities they identified with. Managers controlled this tension both by influencing their subordinates’ authoring normatively and by resorting to hierarchical control practices in situations and authoring arenas perceived as critical. This resulted in hybrid arrangements including both shared and hierarchical forms of control. Eventually, one of the companies remained in and another one reintroduced conventional hierarchical structures. Accordingly, we discuss our reservations regarding the emancipatory enthusiasm around shared forms of control, as the shared mode of control seems to ‘work’ as long as employee authoring is contained within managerial power and interests.
{"title":"Asymmetries of responsibility in self-managing organization: Authoring shared and hierarchical control","authors":"Joona Koistinen, Johanna Vuori","doi":"10.1177/17427150241264050","DOIUrl":"https://doi.org/10.1177/17427150241264050","url":null,"abstract":"We studied change initiatives towards self-managing organization in five companies, focusing on changes in leader-follower relations. Our discursive analysis based on interviews of 18 middle-managers and 38 employees suggests that organizational members identify with different types of responsibilities depending on their organizational position. We grouped these responsibilities into four orientations – organizational, institutional, coordination, and individual/work – that involve both synergistic and antagonistic elements, reflecting a plurality of interests and organizational concerns. When the authority relations between ‘leaders’ and ‘followers’ were weakened in the case organizations, these asymmetries of responsibility pushed the authoring of organizational activities into divergent trajectories. Sometimes this divergence was perceived by managers as conflicting with the organizational or institutional responsibilities they identified with. Managers controlled this tension both by influencing their subordinates’ authoring normatively and by resorting to hierarchical control practices in situations and authoring arenas perceived as critical. This resulted in hybrid arrangements including both shared and hierarchical forms of control. Eventually, one of the companies remained in and another one reintroduced conventional hierarchical structures. Accordingly, we discuss our reservations regarding the emancipatory enthusiasm around shared forms of control, as the shared mode of control seems to ‘work’ as long as employee authoring is contained within managerial power and interests.","PeriodicalId":47422,"journal":{"name":"Leadership","volume":null,"pages":null},"PeriodicalIF":3.4,"publicationDate":"2024-06-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141510343","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-05-25DOI: 10.1177/17427150241249842
Shannon O’Rourke
This essay draws on ethnographic work with minority leaders to problematize the reification of how people with privilege experience authenticity on the one hand, and the romanticization of authentic leadership on the other. Whilst the literature on authentic leadership critically engages the concept of authenticity itself, research on lesbian, gay, bisexual and queer (LGBQ) leadership offers empirical insights from the lived experiences of minority leaders. Drawing on both literatures, this essay addresses the challenge of critically engaging minority individuals’ accounts of their lived experiences relating to authentic leadership. The diverse LGBQ people in leadership roles in this UK study articulated struggles around being their “true selves” in leadership roles, as both bodies of literature suggest. Their accounts also raise concerns about how others romanticized LGBQ authenticity, creating expectations about how these minority individuals would perform authenticity for the sake of diversity, inclusion, and transformation. LGBQ leaders seem to develop a pragmatic sense about how and when they do or do not bring their sexualities into their leadership roles. In conclusion, this essay argues for an acknowledgment of how sexuality impacts the conditions for enacting authentic leadership whilst resisting the romanticism of authenticity for the sake of organization goals.
{"title":"What we ask of authenticity: How LGBQ experiences illuminate the possibilities, constraints, and expectations of being an authentic leader","authors":"Shannon O’Rourke","doi":"10.1177/17427150241249842","DOIUrl":"https://doi.org/10.1177/17427150241249842","url":null,"abstract":"This essay draws on ethnographic work with minority leaders to problematize the reification of how people with privilege experience authenticity on the one hand, and the romanticization of authentic leadership on the other. Whilst the literature on authentic leadership critically engages the concept of authenticity itself, research on lesbian, gay, bisexual and queer (LGBQ) leadership offers empirical insights from the lived experiences of minority leaders. Drawing on both literatures, this essay addresses the challenge of critically engaging minority individuals’ accounts of their lived experiences relating to authentic leadership. The diverse LGBQ people in leadership roles in this UK study articulated struggles around being their “true selves” in leadership roles, as both bodies of literature suggest. Their accounts also raise concerns about how others romanticized LGBQ authenticity, creating expectations about how these minority individuals would perform authenticity for the sake of diversity, inclusion, and transformation. LGBQ leaders seem to develop a pragmatic sense about how and when they do or do not bring their sexualities into their leadership roles. In conclusion, this essay argues for an acknowledgment of how sexuality impacts the conditions for enacting authentic leadership whilst resisting the romanticism of authenticity for the sake of organization goals.","PeriodicalId":47422,"journal":{"name":"Leadership","volume":null,"pages":null},"PeriodicalIF":3.4,"publicationDate":"2024-05-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141150053","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-05-22DOI: 10.1177/17427150241250174
Nicole Ferry, Eric Guthey, Sverre Spoelstra
{"title":"Special issue: proposal for leadership: The leadership dynamics of systems change","authors":"Nicole Ferry, Eric Guthey, Sverre Spoelstra","doi":"10.1177/17427150241250174","DOIUrl":"https://doi.org/10.1177/17427150241250174","url":null,"abstract":"","PeriodicalId":47422,"journal":{"name":"Leadership","volume":null,"pages":null},"PeriodicalIF":3.4,"publicationDate":"2024-05-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141150055","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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