Pub Date : 2023-08-30DOI: 10.1177/17427150231198978
Henrico van Roekel
Shared leadership refers to a post-heroic conceptualization of leadership dispersed among employees. Studies on shared leadership in teams show its emergence depends highly on team and formal team leader characteristics, but employees’ own voice is remarkably absent: we know little about how employees individually consider how they would want to execute shared leadership. Taking a bottom-up perspective, this study presents a large-scale conjoint experiment in which 6742 healthcare employees were asked to evaluate specific leadership behaviours. The results show a notable share of employees are willing to execute shared leadership, but willingness varies dependent on a number of factors. Employees are more willing to share leadership when it is focused on building relationships or bringing about change, when it takes only few hours and when it benefits others. Besides, willingness to execute shared leadership is higher among young or male employees, and in the context of the COVID-19 crisis. This study contributes to understanding how leadership behaviour, personal characteristics and context affect the emergence of shared leadership. The study concludes by critically exploring some of the possible systemic causes for differences in willingness to execute shared leadership, connecting these to broader issues in healthcare employment.
{"title":"Examining employee willingness to execute shared leadership: The role of leadership behaviour, gender, age, and context","authors":"Henrico van Roekel","doi":"10.1177/17427150231198978","DOIUrl":"https://doi.org/10.1177/17427150231198978","url":null,"abstract":"Shared leadership refers to a post-heroic conceptualization of leadership dispersed among employees. Studies on shared leadership in teams show its emergence depends highly on team and formal team leader characteristics, but employees’ own voice is remarkably absent: we know little about how employees individually consider how they would want to execute shared leadership. Taking a bottom-up perspective, this study presents a large-scale conjoint experiment in which 6742 healthcare employees were asked to evaluate specific leadership behaviours. The results show a notable share of employees are willing to execute shared leadership, but willingness varies dependent on a number of factors. Employees are more willing to share leadership when it is focused on building relationships or bringing about change, when it takes only few hours and when it benefits others. Besides, willingness to execute shared leadership is higher among young or male employees, and in the context of the COVID-19 crisis. This study contributes to understanding how leadership behaviour, personal characteristics and context affect the emergence of shared leadership. The study concludes by critically exploring some of the possible systemic causes for differences in willingness to execute shared leadership, connecting these to broader issues in healthcare employment.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"54 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74027058","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 : 2023-08-25DOI: 10.1177/17427150231198767
E. Stice
The Great War has been especially associated with poor leadership and British soldiers have been referred to as “lions led by donkeys,” but this article looks beyond generals to the leadership of junior officers, who were sometimes considered heroes by their men. Using obituaries, this study reconstructs the model of the ideal junior officer in the British Army during the Great War and then compares that model to present-day mainstream leadership theories. This comparison provides a fresh critique of present-day models both in their construction and from the lived experience of junior officers, which gives us insight into the real-life consequences of leadership models for leaders in assigned roles. This article both builds on critiques of mainstream leadership theories by other scholars and demonstrates the power of historical examples for offering evaluative insights into present-day approaches to leadership.
{"title":"Leading like lions: The model junior officer in the Great War and a critique of present-day mainstream leadership models","authors":"E. Stice","doi":"10.1177/17427150231198767","DOIUrl":"https://doi.org/10.1177/17427150231198767","url":null,"abstract":"The Great War has been especially associated with poor leadership and British soldiers have been referred to as “lions led by donkeys,” but this article looks beyond generals to the leadership of junior officers, who were sometimes considered heroes by their men. Using obituaries, this study reconstructs the model of the ideal junior officer in the British Army during the Great War and then compares that model to present-day mainstream leadership theories. This comparison provides a fresh critique of present-day models both in their construction and from the lived experience of junior officers, which gives us insight into the real-life consequences of leadership models for leaders in assigned roles. This article both builds on critiques of mainstream leadership theories by other scholars and demonstrates the power of historical examples for offering evaluative insights into present-day approaches to leadership.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"28 1","pages":"431 - 455"},"PeriodicalIF":0.0,"publicationDate":"2023-08-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86622890","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 : 2023-07-30DOI: 10.1177/17427150231186000
F. Duhamel, A. Nieß, Fabien de Geuser
The study of aesthetic leadership has recently gained importance in the organizational literature, wherein some authors focused on the perception and manipulation of “beautiful” artifacts and others focused on relational processes, “dwelling in the senses” (Ropo et al., 2017). In contrast to those views, we argue that aesthetic leadership highlights the role of imagination, beyond artifacts and sense perceptions. To give due consideration to imagination in aesthetic leadership, we show how Kant and Arendt’s philosophies can be transposed to organizational studies to formulate three roles for imagination in leadership: 1. Achieve representative thinking in leadership processes; 2. Allow leadership to create social commitment to put those representations into action; and 3. Sustain a capacity of projective agency as the capacity of inventing alternative but feasible futures.
{"title":"Imagining aesthetic leadership","authors":"F. Duhamel, A. Nieß, Fabien de Geuser","doi":"10.1177/17427150231186000","DOIUrl":"https://doi.org/10.1177/17427150231186000","url":null,"abstract":"The study of aesthetic leadership has recently gained importance in the organizational literature, wherein some authors focused on the perception and manipulation of “beautiful” artifacts and others focused on relational processes, “dwelling in the senses” (Ropo et al., 2017). In contrast to those views, we argue that aesthetic leadership highlights the role of imagination, beyond artifacts and sense perceptions. To give due consideration to imagination in aesthetic leadership, we show how Kant and Arendt’s philosophies can be transposed to organizational studies to formulate three roles for imagination in leadership: 1. Achieve representative thinking in leadership processes; 2. Allow leadership to create social commitment to put those representations into action; and 3. Sustain a capacity of projective agency as the capacity of inventing alternative but feasible futures.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"31 1","pages":"413 - 430"},"PeriodicalIF":0.0,"publicationDate":"2023-07-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72634792","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 : 2023-07-19DOI: 10.1177/17427150231190500
K. Grint
This letter sets out to provide helpful advice to President Putin following the recent mutiny of the Wagner Group. It suggests he has made a catastrophic mistake in invading Ukraine and needs to read the history of previous Russian mutinies to understand how they happen and what is likely to happen next. This is a story that starts in Ukraine and ends in chaos.
{"title":"Letter to Putin","authors":"K. Grint","doi":"10.1177/17427150231190500","DOIUrl":"https://doi.org/10.1177/17427150231190500","url":null,"abstract":"This letter sets out to provide helpful advice to President Putin following the recent mutiny of the Wagner Group. It suggests he has made a catastrophic mistake in invading Ukraine and needs to read the history of previous Russian mutinies to understand how they happen and what is likely to happen next. This is a story that starts in Ukraine and ends in chaos.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"30 1","pages":"456 - 463"},"PeriodicalIF":0.0,"publicationDate":"2023-07-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74833955","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 : 2023-06-01DOI: 10.1177/17427150231175005
{"title":"Leadership and systems change. The 21st International Studying Leadership Conference 31st July 2023. Call for proposals","authors":"","doi":"10.1177/17427150231175005","DOIUrl":"https://doi.org/10.1177/17427150231175005","url":null,"abstract":"","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"6 1","pages":"294 - 297"},"PeriodicalIF":0.0,"publicationDate":"2023-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84921688","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 : 2023-04-17DOI: 10.1177/17427150231169554
Mariana de Santibañes, S. Ospina, Seulki Lee, A. Santamaria, Michelle M Evans, Dunen Muelas, Nazareth Guerrero
Challenging oversimplified models, the leader identity literature calls for new perspectives of leadership identity construction (LIC). Using a collective leadership lens and narrative methods, this collaborative study explores how Indigenous women’s leadership identities develop within a contest for power and voice. Observations, interviews, and micro-ethnographies helped identify how history, community dynamics and cultural contradictions influence LIC. We find the LIC process to unfold as a dialectical spiral, informed by contradictions experienced when enacting social identities in various spheres of influence. This highlights the intersectionality of salient identities when theorizing LIC, and suggests that minoritized leaders can resignify and ultimately, capitalize on their multiple identities to strengthen their leadership.
{"title":"The dialectics of leadership identity construction: Case studies from Indigenous women leaders","authors":"Mariana de Santibañes, S. Ospina, Seulki Lee, A. Santamaria, Michelle M Evans, Dunen Muelas, Nazareth Guerrero","doi":"10.1177/17427150231169554","DOIUrl":"https://doi.org/10.1177/17427150231169554","url":null,"abstract":"Challenging oversimplified models, the leader identity literature calls for new perspectives of leadership identity construction (LIC). Using a collective leadership lens and narrative methods, this collaborative study explores how Indigenous women’s leadership identities develop within a contest for power and voice. Observations, interviews, and micro-ethnographies helped identify how history, community dynamics and cultural contradictions influence LIC. We find the LIC process to unfold as a dialectical spiral, informed by contradictions experienced when enacting social identities in various spheres of influence. This highlights the intersectionality of salient identities when theorizing LIC, and suggests that minoritized leaders can resignify and ultimately, capitalize on their multiple identities to strengthen their leadership.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"13 1","pages":"366 - 390"},"PeriodicalIF":0.0,"publicationDate":"2023-04-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89870737","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 : 2023-04-13DOI: 10.1177/17427150231167524
Rudolf Metz, Bendegúz Plesz
While scholarship often assumes that strong leaders and charismatic leadership play an important role in the emergence of populist politics, research has missed a closer exploration of charisma attribution to populists. Addressing this charismatic leadership hypothesis requires populism and charisma to be analysed from the followers’ perspective. This article takes a unique look at the social-psychological dynamics behind populism. Using quantitative survey data that was collected from Hungarian voters (N = 1200), this article examines the relationship between populist attitudes as follower characteristics in modern politics and charisma attribution. To reveal how a populist worldview can affect the follower’s expectations and perceptions, we break charisma attribution down into three phases: (1) the general hunger for charisma (the romance of leadership); (2) perceptions of charismatic behaviour of the top candidates in the 2022 Hungarian parliamentary elections (i.e., Viktor Orbán and Péter Márki-Zay); and (3) emotional attachment to these leaders. Our findings show that populism makes people more hungry for charisma and more sensitive to recognising charismatic behaviour but does not necessarily create an emotional bond with specific leaders. This article also sheds light on some directions of future research to explore other distinctive characteristics of populist followers that can influence social constructions of charismatic leadership. The limitations and implications are also discussed.
{"title":"An insatiable hunger for charisma? A follower-centric analysis of populism and charismatic leadership","authors":"Rudolf Metz, Bendegúz Plesz","doi":"10.1177/17427150231167524","DOIUrl":"https://doi.org/10.1177/17427150231167524","url":null,"abstract":"While scholarship often assumes that strong leaders and charismatic leadership play an important role in the emergence of populist politics, research has missed a closer exploration of charisma attribution to populists. Addressing this charismatic leadership hypothesis requires populism and charisma to be analysed from the followers’ perspective. This article takes a unique look at the social-psychological dynamics behind populism. Using quantitative survey data that was collected from Hungarian voters (N = 1200), this article examines the relationship between populist attitudes as follower characteristics in modern politics and charisma attribution. To reveal how a populist worldview can affect the follower’s expectations and perceptions, we break charisma attribution down into three phases: (1) the general hunger for charisma (the romance of leadership); (2) perceptions of charismatic behaviour of the top candidates in the 2022 Hungarian parliamentary elections (i.e., Viktor Orbán and Péter Márki-Zay); and (3) emotional attachment to these leaders. Our findings show that populism makes people more hungry for charisma and more sensitive to recognising charismatic behaviour but does not necessarily create an emotional bond with specific leaders. This article also sheds light on some directions of future research to explore other distinctive characteristics of populist followers that can influence social constructions of charismatic leadership. The limitations and implications are also discussed.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"2 1","pages":"318 - 338"},"PeriodicalIF":0.0,"publicationDate":"2023-04-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74372677","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 : 2023-03-30DOI: 10.1177/17427150231166171
P. Sanders
Context remains an undervalued property in leadership studies (LS). After diagnosing some of the reasons for the dominance of leader centrism in LS, the article turns its attention to remedies. In doing so, it outlines a formula for what should be the prime lens in LS: the way in which leader and context interact, and how this is related to outcomes. Arguing that this leader-in-context is key to the understanding of leadership, the article suggests turning to history for modelling. As a discipline, history is well-suited to providing answers as to which part in specific outcomes are attributable to contextual factors, and which part belongs to the leader. The suggested method of leader-context attribution turns around comparative research and hermeneutics, supplemented by a dose of contrarianism. This allows for the determination of leitmotifs, two of which - context dependency and leadership as an organizational process that leverages collective force - are sketched in detail, through the use of case study material. Another fixture of the historical method that can be put to good use in investigating leader-context is kairos - the capacity to recognize, choose and capitalize on the opportune moment, and maintain momentum. The article concludes with a brief outlook on research desiderata; on how to take this new historical perspective in LS to the next level of scientific probity; and on the obstacles that stand in the way of this agenda.
{"title":"Leader-in-context and historical leadership research","authors":"P. Sanders","doi":"10.1177/17427150231166171","DOIUrl":"https://doi.org/10.1177/17427150231166171","url":null,"abstract":"Context remains an undervalued property in leadership studies (LS). After diagnosing some of the reasons for the dominance of leader centrism in LS, the article turns its attention to remedies. In doing so, it outlines a formula for what should be the prime lens in LS: the way in which leader and context interact, and how this is related to outcomes. Arguing that this leader-in-context is key to the understanding of leadership, the article suggests turning to history for modelling. As a discipline, history is well-suited to providing answers as to which part in specific outcomes are attributable to contextual factors, and which part belongs to the leader. The suggested method of leader-context attribution turns around comparative research and hermeneutics, supplemented by a dose of contrarianism. This allows for the determination of leitmotifs, two of which - context dependency and leadership as an organizational process that leverages collective force - are sketched in detail, through the use of case study material. Another fixture of the historical method that can be put to good use in investigating leader-context is kairos - the capacity to recognize, choose and capitalize on the opportune moment, and maintain momentum. The article concludes with a brief outlook on research desiderata; on how to take this new historical perspective in LS to the next level of scientific probity; and on the obstacles that stand in the way of this agenda.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"38 1","pages":"255 - 274"},"PeriodicalIF":0.0,"publicationDate":"2023-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77317634","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 : 2023-03-29DOI: 10.1177/17427150231168289
N. Alhuzail
In a world beset by rapid change, more than ever people seek trustworthy leaders. The establishment of the State of Israel has wrought many changes in Bedouin society, including the perception of the traditional leadership. From being the majority population in an Arab country, the Bedouins have become a minority in a Jewish-majority state. Moreover, they have undergone a shift from an Indigenous, tribal culture to a culture based on individualism, and from a nomadic life to one of permanent settlement. In this context a qualitative study in the phenomenological tradition, using a semi-structured interview, was conducted among 20 educated young Bedouin men, ages 20–25, with the aim of understanding the meaning of leadership for them. The findings revealed that they see leadership as action for the benefit of all. They are aware of what they consider bogus leadership, elected officials who use their position to promote their own interests and those of their cronies. The participants described the differences between formal and informal leadership, on the basis of their experience. They also described the change they themselves are undergoing. The findings contribute to the understanding of factors affecting the perception of leadership in a society in transition to modernity and are applicable worldwide.
{"title":"The meaning of leadership for educated young bedouin men","authors":"N. Alhuzail","doi":"10.1177/17427150231168289","DOIUrl":"https://doi.org/10.1177/17427150231168289","url":null,"abstract":"In a world beset by rapid change, more than ever people seek trustworthy leaders. The establishment of the State of Israel has wrought many changes in Bedouin society, including the perception of the traditional leadership. From being the majority population in an Arab country, the Bedouins have become a minority in a Jewish-majority state. Moreover, they have undergone a shift from an Indigenous, tribal culture to a culture based on individualism, and from a nomadic life to one of permanent settlement. In this context a qualitative study in the phenomenological tradition, using a semi-structured interview, was conducted among 20 educated young Bedouin men, ages 20–25, with the aim of understanding the meaning of leadership for them. The findings revealed that they see leadership as action for the benefit of all. They are aware of what they consider bogus leadership, elected officials who use their position to promote their own interests and those of their cronies. The participants described the differences between formal and informal leadership, on the basis of their experience. They also described the change they themselves are undergoing. The findings contribute to the understanding of factors affecting the perception of leadership in a society in transition to modernity and are applicable worldwide.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"52 1","pages":"301 - 317"},"PeriodicalIF":0.0,"publicationDate":"2023-03-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81048475","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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