Pub Date : 2023-09-14DOI: 10.1177/17427150231201731
Tomas Nilsson, Jonathan Damiani
Decades of interest in responsible leadership has drawn critical attention to how future leaders are formed by academic leadership education. It has forced teachers to increasingly contemplate what leadership ideas and pedagogical practices they bring to the classroom, and who they are in the light of the ideas and practices they adhere to. In this ‘Leading Questions’ we take an interest in how leadership educators’ identities are formed and exploited in everyday teaching. The questions and comments we present are part of an ongoing conversation on identity work triggered by the controversies we experienced when co-teaching a course titled Rethinking Leadership at a renowned international business school. Where most discussions of identity work in a business school context only highlight the distressing and unfavourable aspects of identity work, we take a different approach. We confess how we struggle with our own identities as leadership educators. We then argue this identity work comes with pedagogical potential, yet to be accounted for, especially relevant to future education of critical and responsible leaders. Finally, we confess that even if our years of conversation on our different teacher identities did not result in a distinct pedagogical model, it dramatically changed and charged our ability to intentionally make space for controversial identity work in the leadership classroom.
{"title":"The pedagogical potential of identity work in leadership education – Controversies, confessions, and conclusions","authors":"Tomas Nilsson, Jonathan Damiani","doi":"10.1177/17427150231201731","DOIUrl":"https://doi.org/10.1177/17427150231201731","url":null,"abstract":"Decades of interest in responsible leadership has drawn critical attention to how future leaders are formed by academic leadership education. It has forced teachers to increasingly contemplate what leadership ideas and pedagogical practices they bring to the classroom, and who they are in the light of the ideas and practices they adhere to. In this ‘Leading Questions’ we take an interest in how leadership educators’ identities are formed and exploited in everyday teaching. The questions and comments we present are part of an ongoing conversation on identity work triggered by the controversies we experienced when co-teaching a course titled Rethinking Leadership at a renowned international business school. Where most discussions of identity work in a business school context only highlight the distressing and unfavourable aspects of identity work, we take a different approach. We confess how we struggle with our own identities as leadership educators. We then argue this identity work comes with pedagogical potential, yet to be accounted for, especially relevant to future education of critical and responsible leaders. Finally, we confess that even if our years of conversation on our different teacher identities did not result in a distinct pedagogical model, it dramatically changed and charged our ability to intentionally make space for controversial identity work in the leadership classroom.","PeriodicalId":47422,"journal":{"name":"Leadership","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135552381","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 : 2023-09-14DOI: 10.1177/17427150231202557
Silvija Vuković, Nico Carpentier
This research examines the social construction of political leadership by social media followers of two Croatian politicians, president Zoran Milanović, and the mayor of Sinj, Miro Bulj, within the context of celebrity politics and populism. Through the interaction between theory and analysis, we integrate elements that construct leadership into what we distinguish as vertical (extraordinary) and horizontal (ordinary) dimensions, adding populism as an element of both dimensions. This analysis is grounded in the qualitative content analysis of 20 interviews with the two politicians’ Facebook followers, empirically showing that neither one of the elements is dominating the construction of leadership, putting the focus on the importance of the balance between the dimensions of verticality and horizontality, with modesty allowing for the mediation between the extraordinary and the ordinary. Equally important is the followers position that a perfect balance between verticality and horizontality (and a perfect leader) cannot be achieved. In short, leadership is shown to be paradoxical but not contradictory, as it is an always imperfect reconciliation of the horizontal and vertical dimensions.
{"title":"The vertical and horizontal dimensions in the social construction of leadership: A case study on the social media followers of the Croatian politicians Zoran Milanović and Miro Bulj","authors":"Silvija Vuković, Nico Carpentier","doi":"10.1177/17427150231202557","DOIUrl":"https://doi.org/10.1177/17427150231202557","url":null,"abstract":"This research examines the social construction of political leadership by social media followers of two Croatian politicians, president Zoran Milanović, and the mayor of Sinj, Miro Bulj, within the context of celebrity politics and populism. Through the interaction between theory and analysis, we integrate elements that construct leadership into what we distinguish as vertical (extraordinary) and horizontal (ordinary) dimensions, adding populism as an element of both dimensions. This analysis is grounded in the qualitative content analysis of 20 interviews with the two politicians’ Facebook followers, empirically showing that neither one of the elements is dominating the construction of leadership, putting the focus on the importance of the balance between the dimensions of verticality and horizontality, with modesty allowing for the mediation between the extraordinary and the ordinary. Equally important is the followers position that a perfect balance between verticality and horizontality (and a perfect leader) cannot be achieved. In short, leadership is shown to be paradoxical but not contradictory, as it is an always imperfect reconciliation of the horizontal and vertical dimensions.","PeriodicalId":47422,"journal":{"name":"Leadership","volume":"35 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135552740","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 : 2023-09-11DOI: 10.1177/17427150231201733
S Aqeel Tirmizi
Angela Merkel has stood out as a global leader during her 16-years tenure as Chancellor of Germany. Her chancellorship included navigating dynamics of human rights issues (support for migrants - particularly Syrian refugees), environmental protections, citizens’ wellbeing, and economic development. This paper examines the nature of her complex leadership journey, successes, and challenges through the lens of responsible leadership theory and serves three purposes. Firstly, it is an effort to provide a window into Merkel’s leadership and the lessons it offers for leading in a world amidst crises, polarization, and complexity. Major insights in this regard include acting with courage, navigating crises with persistence, pursing multilateral collaborations, and building a nonconforming leadership profile. Secondly, it critically examines the relevance of responsible leadership theory as a framework for globally responsible leadership, especially outside the realm of business organizations. In doing so, the paper particularly explores the role of ethical grounding, relational competence, and adaptive and systems capability as key dimensions of responsible leadership. Finally, it identifies some gaps in and blind spots of responsible leadership conceptualizations and offers considerations to expand the field.
{"title":"Globally responsible leadership: The courageous case of Angela Merkel","authors":"S Aqeel Tirmizi","doi":"10.1177/17427150231201733","DOIUrl":"https://doi.org/10.1177/17427150231201733","url":null,"abstract":"Angela Merkel has stood out as a global leader during her 16-years tenure as Chancellor of Germany. Her chancellorship included navigating dynamics of human rights issues (support for migrants - particularly Syrian refugees), environmental protections, citizens’ wellbeing, and economic development. This paper examines the nature of her complex leadership journey, successes, and challenges through the lens of responsible leadership theory and serves three purposes. Firstly, it is an effort to provide a window into Merkel’s leadership and the lessons it offers for leading in a world amidst crises, polarization, and complexity. Major insights in this regard include acting with courage, navigating crises with persistence, pursing multilateral collaborations, and building a nonconforming leadership profile. Secondly, it critically examines the relevance of responsible leadership theory as a framework for globally responsible leadership, especially outside the realm of business organizations. In doing so, the paper particularly explores the role of ethical grounding, relational competence, and adaptive and systems capability as key dimensions of responsible leadership. Finally, it identifies some gaps in and blind spots of responsible leadership conceptualizations and offers considerations to expand the field.","PeriodicalId":47422,"journal":{"name":"Leadership","volume":"69 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135982092","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 : 2023-09-08DOI: 10.1177/17427150231200033
Charlotte M Edelmann, Filip Boen, Gert Vande Broek, Katrien Fransen, Jeroen Stouten
The leadership literature has mainly considered shared leadership as a unified concept, overlooking the fact that it comes in many forms. However, the shift to shared leadership may not always yield favorable outcomes (Mumford et al., 2012). Knowing the benefits and challenges of different shared leadership implementations is crucial as it can either strengthen or undermine the overall effectiveness of shared leadership. To gain insights into the perceived (dis)advantages associated with different implementations of shared leadership, 35 qualitative interviews were conducted with employees across diverse organizational contexts. Participants were prompted to envision different shared leadership formats and to evaluate these hypothetical formats by articulating their potential (dis)advantages: (1) formally appointing peer leaders versus informal leadership (providing insights on the role of jealousy experienced by the formal leader and the ideal selection method of peer leaders); (2) having one peer leader versus several peer leaders take on leadership; and (3) having one versus multiple peer leaders for a leadership role. A thematic analysis revealed several benefits and challenges of each implementation, providing a more balanced view of this leadership model. Based on these findings, we formulate four suggestions to address potential challenges of implementing shared leadership; (1) to involve the formal leader in all stages of implementation, (2) to adopt a transparent selection process for peer leaders, (3) to provide clear role definitions for role clarity, and (4) to have leadership (roles) fulfilled by multiple peer leaders to reduce reliance on a single leader.
领导力文献主要将共享领导力视为一个统一的概念，忽视了共享领导力有多种形式的事实。然而，向共享领导的转变可能并不总是产生有利的结果(Mumford et al.， 2012)。了解不同的共享领导实施的好处和挑战是至关重要的，因为它可以加强或破坏共享领导的整体有效性。为了深入了解与不同实施共享领导相关的感知(非)优势，我们对不同组织背景下的员工进行了35次定性访谈。参与者被提示设想不同的共同领导形式，并通过阐明其潜在(缺点)优势来评估这些假设形式:(1)正式任命同伴领导与非正式领导(提供对正式领导所经历的嫉妒的作用和同伴领导的理想选择方法的见解);(2)由一名同侪领导担任领导，而由多名同侪领导担任领导;(3)一个领导角色是由一个领导还是由多个领导。专题分析揭示了每次实施的几个好处和挑战，为这种领导模式提供了更平衡的观点。基于这些发现，我们提出了四个建议来解决实施共享领导的潜在挑战;(1)让正式领导者参与实施的所有阶段;(2)对同行领导者采用透明的选择过程;(3)为角色清晰度提供明确的角色定义;(4)由多个同行领导者履行领导(角色)，以减少对单个领导者的依赖。
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Pub Date : 2023-05-30DOI: 10.1177/17427150231178092
Christina Hirsch, Charlotte von Bülow, Peter Simpson
Philosophy and leadership are not generally held in close association. By contrast, this paper is a call to action for the academy and organisational practitioners to reflect on the potential contribution to leadership of a practice of philosophy as a way of life. In this, we explore what this might entail with an illustrative focus on Stoicism because of its explicit attention to working in radical uncertainty. Recent literature has also identified the potential merits of Negative Capability in this regard, and we discuss how this capacity is closely related to many Stoic practices. We challenge dominant leadership discourses at a fundamental level and argue that there is a need to consider approaches to leadership education and development that go beyond merely gaining new knowledge, skills and techniques. The requirement, which is also an opportunity, is nothing less than a transformation at the level of being and of one’s vision of the world. The theoretical contribution of the paper is supported by empirical evidence from a study with ten organizational executives who were introduced to Negative Capability through an arts-based methodology. This study provides insight into the potential contribution of ideas from Stoic philosophy to the development of a capacity to work with uncertainty. However, a core argument of this paper is that working in radical uncertainty requires more than a ‘quick fix’ and practitioners must learn to develop their own practice of philosophy as a way of life.
{"title":"Stoicism, philosophy as a way of life and Negative Capability: Developing a capacity for working in radical uncertainty","authors":"Christina Hirsch, Charlotte von Bülow, Peter Simpson","doi":"10.1177/17427150231178092","DOIUrl":"https://doi.org/10.1177/17427150231178092","url":null,"abstract":"Philosophy and leadership are not generally held in close association. By contrast, this paper is a call to action for the academy and organisational practitioners to reflect on the potential contribution to leadership of a practice of philosophy as a way of life. In this, we explore what this might entail with an illustrative focus on Stoicism because of its explicit attention to working in radical uncertainty. Recent literature has also identified the potential merits of Negative Capability in this regard, and we discuss how this capacity is closely related to many Stoic practices. We challenge dominant leadership discourses at a fundamental level and argue that there is a need to consider approaches to leadership education and development that go beyond merely gaining new knowledge, skills and techniques. The requirement, which is also an opportunity, is nothing less than a transformation at the level of being and of one’s vision of the world. The theoretical contribution of the paper is supported by empirical evidence from a study with ten organizational executives who were introduced to Negative Capability through an arts-based methodology. This study provides insight into the potential contribution of ideas from Stoic philosophy to the development of a capacity to work with uncertainty. However, a core argument of this paper is that working in radical uncertainty requires more than a ‘quick fix’ and practitioners must learn to develop their own practice of philosophy as a way of life.","PeriodicalId":47422,"journal":{"name":"Leadership","volume":"21 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135643683","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 : 2023-04-25DOI: 10.1177/17427150231170471
Ralph Bathurst
In this essay I explore two leaders: the composer Igor Stravinsky (1882–1971) and United States of America Senator Joshua Hawley (b. 1979). These two offer an opportunity to re-describe leadership as an acoustic art thereby enriching the field beyond its current ocular orientation. Through this discussion, then, I invite readers into the world of music. The year 2021 marked the 50th anniversary of Stravinsky’s death, and in that same year, Hawley came to international fame through the 6 January invasion of the United States Capitol building by people protesting the confirmation of Joe Biden as the 46th President. I offer a polyphonic analysis of Hawley and Stravinsky by operationalizing the music construct of tonal pairing which allows two tonalities to play together. I conclude the essay by noting the ubiquity of Manicheanism, a belief system that affords leaders an ability to characterize opponents as being evil. I mitigate this deleterious system by proposing that symphonic leadership calls for diversity and difference. Leadership as an acoustic art has implications for understanding the current war in Ukraine and China’s role on the international stage, including her relationship with the United States of America.
{"title":"Josh Hawley meets Igor Stravinsky: A leadership symphony","authors":"Ralph Bathurst","doi":"10.1177/17427150231170471","DOIUrl":"https://doi.org/10.1177/17427150231170471","url":null,"abstract":"In this essay I explore two leaders: the composer Igor Stravinsky (1882–1971) and United States of America Senator Joshua Hawley (b. 1979). These two offer an opportunity to re-describe leadership as an acoustic art thereby enriching the field beyond its current ocular orientation. Through this discussion, then, I invite readers into the world of music. The year 2021 marked the 50th anniversary of Stravinsky’s death, and in that same year, Hawley came to international fame through the 6 January invasion of the United States Capitol building by people protesting the confirmation of Joe Biden as the 46th President. I offer a polyphonic analysis of Hawley and Stravinsky by operationalizing the music construct of tonal pairing which allows two tonalities to play together. I conclude the essay by noting the ubiquity of Manicheanism, a belief system that affords leaders an ability to characterize opponents as being evil. I mitigate this deleterious system by proposing that symphonic leadership calls for diversity and difference. Leadership as an acoustic art has implications for understanding the current war in Ukraine and China’s role on the international stage, including her relationship with the United States of America.","PeriodicalId":47422,"journal":{"name":"Leadership","volume":"163 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135116070","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 : 2022-06-13DOI: 10.1177/17427150221108630
Wilson S, Lee H, Ford J and Harding N. If philosophers went on a leadership course: A (serious) farce in three Acts. Leadership. Epub ahead of print 26 April 2022. DOI: 10.1177/17427150221083428
Wilson S, Lee H, Ford J和Harding N.如果哲学家上了领导力课程:三幕(严肃的)闹剧。领导。Epub将于2022年4月26日出版。DOI: 10.1177 / 17427150221083428
{"title":"Erratum to “If philosophers went on a leadership course: A (serious) farce in three Acts”","authors":"","doi":"10.1177/17427150221108630","DOIUrl":"https://doi.org/10.1177/17427150221108630","url":null,"abstract":"Wilson S, Lee H, Ford J and Harding N. If philosophers went on a leadership course: A (serious) farce in three Acts. <i>Leadership</i>. Epub ahead of print 26 April 2022. DOI: 10.1177/17427150221083428","PeriodicalId":47422,"journal":{"name":"Leadership","volume":"47 1","pages":""},"PeriodicalIF":3.4,"publicationDate":"2022-06-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138541597","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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