Pub Date : 2021-04-01DOI: 10.1177/1742715020953273
L. C. Gamboa, E. D. Ilac, A. M. J. M. Carangan, J. I. S. Agida
Research has been lacking in exploring the implications of sexual identity on public leadership and in using discursive approaches to develop gender and public leadership literature. This study utilizes queer analysis to explore how six nonheterosexual public leaders in the Philippines negotiate their leadership identities and practices vis-à-vis a collectivistic, religious, and heteronormative culture. Interview accounts yield a reimagining of public leadership as a desire for intimacy with the people. Embedded in heteronormativity, this unspoken conception positions nonheterosexual subjects as unfit to participate in public leadership spaces, compelling them to make concessions to be allowed entry into the field. Such concessions, however, do not preclude the emergence of queer public leaderships that eventually enable a leadership praxis grounded on intersectionality. These findings reveal possibilities for a radical liberation of leaders and followers from interlocking structures of oppression.
{"title":"Queering public leadership: The case of lesbian, gay, bisexual and transgender leaders in the Philippines","authors":"L. C. Gamboa, E. D. Ilac, A. M. J. M. Carangan, J. I. S. Agida","doi":"10.1177/1742715020953273","DOIUrl":"https://doi.org/10.1177/1742715020953273","url":null,"abstract":"Research has been lacking in exploring the implications of sexual identity on public leadership and in using discursive approaches to develop gender and public leadership literature. This study utilizes queer analysis to explore how six nonheterosexual public leaders in the Philippines negotiate their leadership identities and practices vis-à-vis a collectivistic, religious, and heteronormative culture. Interview accounts yield a reimagining of public leadership as a desire for intimacy with the people. Embedded in heteronormativity, this unspoken conception positions nonheterosexual subjects as unfit to participate in public leadership spaces, compelling them to make concessions to be allowed entry into the field. Such concessions, however, do not preclude the emergence of queer public leaderships that eventually enable a leadership praxis grounded on intersectionality. These findings reveal possibilities for a radical liberation of leaders and followers from interlocking structures of oppression.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"50 1","pages":"191 - 211"},"PeriodicalIF":0.0,"publicationDate":"2021-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75193644","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 : 2021-03-31DOI: 10.1177/17427150211003002
Sarah Chace
The American presidential election of 2020 ended in the early hours of Thursday 7 January 2021, when the US Congress counted and certified the ballots of the Electoral College in the aftermath of a violent, Trump-supporting mob breaching the US Capitol. The spectacle of this assault may be analyzed for years to come, yet it is immediately clear that it was the result of authoritarian impulses on the part of the defeated president. Critical Leadership Studies has concerned itself with the ‘problematization’ of leadership theory, often examining distributions of power both within society and within the discipline itself. This article takes its title from Brené Brown’s podcast, ‘Unlocking Us’, torqueing it in an effort to understand these events and their causes as a group dynamic that manifested between Trump and his supporters. I also make the argument that the anxiety fomented and falsely contained by Trump has its deeper origins in what Kuhn labeled ‘paradigm shifts’. To deconstruct the kind of leadership that took place in the run-up to and the aftermath of the 2020 election—darkly charismatic, authoritarian, and cultish—I employ three lenses of analysis: paradigm shifts as progenitors of crisis; ‘basic assumption’ patterns of work avoidance in groups; and ‘holding environments’ as the imposition of salutary boundaries that foster growth. In combination, these three lenses offer an interpretation of recent events in America that enhances the dialectical approach proposed by Critical Leadership Theory.
{"title":"‘Unlocking Us’: Analyzing the US election and its aftermath","authors":"Sarah Chace","doi":"10.1177/17427150211003002","DOIUrl":"https://doi.org/10.1177/17427150211003002","url":null,"abstract":"The American presidential election of 2020 ended in the early hours of Thursday 7 January 2021, when the US Congress counted and certified the ballots of the Electoral College in the aftermath of a violent, Trump-supporting mob breaching the US Capitol. The spectacle of this assault may be analyzed for years to come, yet it is immediately clear that it was the result of authoritarian impulses on the part of the defeated president. Critical Leadership Studies has concerned itself with the ‘problematization’ of leadership theory, often examining distributions of power both within society and within the discipline itself. This article takes its title from Brené Brown’s podcast, ‘Unlocking Us’, torqueing it in an effort to understand these events and their causes as a group dynamic that manifested between Trump and his supporters. I also make the argument that the anxiety fomented and falsely contained by Trump has its deeper origins in what Kuhn labeled ‘paradigm shifts’. To deconstruct the kind of leadership that took place in the run-up to and the aftermath of the 2020 election—darkly charismatic, authoritarian, and cultish—I employ three lenses of analysis: paradigm shifts as progenitors of crisis; ‘basic assumption’ patterns of work avoidance in groups; and ‘holding environments’ as the imposition of salutary boundaries that foster growth. In combination, these three lenses offer an interpretation of recent events in America that enhances the dialectical approach proposed by Critical Leadership Theory.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"22 1","pages":"365 - 375"},"PeriodicalIF":0.0,"publicationDate":"2021-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83605637","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 : 2021-03-29DOI: 10.1177/17427150211004053
D. Knights
This study provides a concise summary of the book Leadership, Gender and Ethics: Embodied Reason in challenging Masculinities, New York and London: Routledge, 2021. It examines the masculinity of leadership and how through an embodied form of reasoning, it might be challenged or disrupted. A central argument of the book is that masculine leadership elevates rationality in ways that marginalise the body and feelings and often has the effect of sanctioning unethical behaviour. In exploring this thesis, the book provides an analysis of the comparatively neglected issues of identity/anxiety, power/resistance, diversity/gender and the body/masculinities surrounding the concept and practice of leadership.
{"title":"Disrupting masculinities within leadership: Problems of embodiment, ethics, identity and power","authors":"D. Knights","doi":"10.1177/17427150211004053","DOIUrl":"https://doi.org/10.1177/17427150211004053","url":null,"abstract":"This study provides a concise summary of the book Leadership, Gender and Ethics: Embodied Reason in challenging Masculinities, New York and London: Routledge, 2021. It examines the masculinity of leadership and how through an embodied form of reasoning, it might be challenged or disrupted. A central argument of the book is that masculine leadership elevates rationality in ways that marginalise the body and feelings and often has the effect of sanctioning unethical behaviour. In exploring this thesis, the book provides an analysis of the comparatively neglected issues of identity/anxiety, power/resistance, diversity/gender and the body/masculinities surrounding the concept and practice of leadership.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"283 1","pages":"266 - 276"},"PeriodicalIF":0.0,"publicationDate":"2021-03-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80207845","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 : 2021-03-27DOI: 10.1177/17427150211004059
Katja Einola, M. Alvesson
In this commentary, we discuss perils of authentic leadership theory (ALT) in a modest effort to help weed out one theory that has gone amiss to pave the way for new ideas. We make an argument for why ALT is not only wrong in a harmless manner, but it may be outright perilous to leadership scholars, scholarship and those who believe in it. It may undermine academic work, delegitimize university institutions, make false promises to organizations, and cause identity trouble through encouraging managers and others overeager to live up to the proposed formula. We argue that leadership and authenticity should be kept separate as interests and themes of study.
{"title":"The perils of authentic leadership theory","authors":"Katja Einola, M. Alvesson","doi":"10.1177/17427150211004059","DOIUrl":"https://doi.org/10.1177/17427150211004059","url":null,"abstract":"In this commentary, we discuss perils of authentic leadership theory (ALT) in a modest effort to help weed out one theory that has gone amiss to pave the way for new ideas. We make an argument for why ALT is not only wrong in a harmless manner, but it may be outright perilous to leadership scholars, scholarship and those who believe in it. It may undermine academic work, delegitimize university institutions, make false promises to organizations, and cause identity trouble through encouraging managers and others overeager to live up to the proposed formula. We argue that leadership and authenticity should be kept separate as interests and themes of study.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"91 1","pages":"483 - 490"},"PeriodicalIF":0.0,"publicationDate":"2021-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78244310","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 : 2021-03-17DOI: 10.1177/1742715021999586
D. Ladkin
This short essay argues that the case of minoritized individuals attempting to lead authentically highlights barriers that anyone leading from their “true self” will encounter. By offering the concepts of “double consciousness” and “intersectionality,” the notion of the ‘true self” at the center of authentic leadership is problematized from the perspective of the individual leader. These difficulties are exacerbated by considering both the role demands of leading, as well as needs followers have for leaders to be in some way prototypical of themselves. In concluding, the essay contends that rather than privileging the impulse of their “true self,” those attempting to lead authentically must make deliberate choices about which “self” to foreground, as well as interweaving the requirements of their social and contextual location into how they turn up as leaders.
{"title":"Problematizing authentic leadership: How the experience of minoritized people highlights the impossibility of leading from one’s “true self”","authors":"D. Ladkin","doi":"10.1177/1742715021999586","DOIUrl":"https://doi.org/10.1177/1742715021999586","url":null,"abstract":"This short essay argues that the case of minoritized individuals attempting to lead authentically highlights barriers that anyone leading from their “true self” will encounter. By offering the concepts of “double consciousness” and “intersectionality,” the notion of the ‘true self” at the center of authentic leadership is problematized from the perspective of the individual leader. These difficulties are exacerbated by considering both the role demands of leading, as well as needs followers have for leaders to be in some way prototypical of themselves. In concluding, the essay contends that rather than privileging the impulse of their “true self,” those attempting to lead authentically must make deliberate choices about which “self” to foreground, as well as interweaving the requirements of their social and contextual location into how they turn up as leaders.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"145 1","pages":"395 - 400"},"PeriodicalIF":0.0,"publicationDate":"2021-03-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87334111","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 : 2021-03-17DOI: 10.1177/1742715021999590
C. Spiller
This article encourages a move away from the excessively inward gaze of ‘to thine own self be true’ and explores ‘I AM’ consciousness as a starting point. An I AM approach encourages a move from the measurable self to the immeasurable expansiveness and mystery of our own becoming. It is to step beyond the lines drawn around the ‘true self’ or the lines that others would have us draw. I AM consciousness reflects an ancient Indigenous thread that echoes through millennia and reminds humans that we are a movement through time, and each person is a present link to the past and the future, woven into a fabric of belonging.
{"title":"‘I AM’: Indigenous consciousness for authenticity and leadership","authors":"C. Spiller","doi":"10.1177/1742715021999590","DOIUrl":"https://doi.org/10.1177/1742715021999590","url":null,"abstract":"This article encourages a move away from the excessively inward gaze of ‘to thine own self be true’ and explores ‘I AM’ consciousness as a starting point. An I AM approach encourages a move from the measurable self to the immeasurable expansiveness and mystery of our own becoming. It is to step beyond the lines drawn around the ‘true self’ or the lines that others would have us draw. I AM consciousness reflects an ancient Indigenous thread that echoes through millennia and reminds humans that we are a movement through time, and each person is a present link to the past and the future, woven into a fabric of belonging.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"58 1","pages":"491 - 496"},"PeriodicalIF":0.0,"publicationDate":"2021-03-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74391753","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 : 2021-03-17DOI: 10.1177/1742715021999892
Antonio Jimenez-Luque
Subaltern social groups do not see their conceptualizations of leadership represented by the images of leadership and leaders portrayed in the narratives of the “official” history of their countries. This article draws from the experience of an American Indian summer leadership camp in the United States (US) where memory is used by the organization as a resource for legitimizing their power and leadership perspectives to effect social change. Through a leadership work based on rhetoric and framing to decolonize the dominant history of the US, a process of collective sense and meaning-making is unfolded. This work of leadership builds collective agency that contributes to legitimize both American Indian memories and leadership perspectives. Through legitimacy, subordinated social groups develop the capacity to justify that they hold the power to govern themselves and not just to consent and submit to external actors. Eventually, legitimacy of memory and leadership perspectives can be leveraged as power since the group believes in their potential. Through a critical approach drawing from history and sociology, the study contributes insights to both the social change and the Indigenous leadership literature.
{"title":"Reframing the past to legitimate the future: Building collective agency for social change through a process of decolonizing memory","authors":"Antonio Jimenez-Luque","doi":"10.1177/1742715021999892","DOIUrl":"https://doi.org/10.1177/1742715021999892","url":null,"abstract":"Subaltern social groups do not see their conceptualizations of leadership represented by the images of leadership and leaders portrayed in the narratives of the “official” history of their countries. This article draws from the experience of an American Indian summer leadership camp in the United States (US) where memory is used by the organization as a resource for legitimizing their power and leadership perspectives to effect social change. Through a leadership work based on rhetoric and framing to decolonize the dominant history of the US, a process of collective sense and meaning-making is unfolded. This work of leadership builds collective agency that contributes to legitimize both American Indian memories and leadership perspectives. Through legitimacy, subordinated social groups develop the capacity to justify that they hold the power to govern themselves and not just to consent and submit to external actors. Eventually, legitimacy of memory and leadership perspectives can be leveraged as power since the group believes in their potential. Through a critical approach drawing from history and sociology, the study contributes insights to both the social change and the Indigenous leadership literature.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"87 1","pages":"586 - 605"},"PeriodicalIF":0.0,"publicationDate":"2021-03-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79934448","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 : 2021-02-24DOI: 10.1177/1742715021996497
Dag Jansson, Erik Døving, Beate Elstad
The notion of leadership competencies is a much-debated issue. In this article, we propose that how the leader makes sense of his or her competencies is key to leadership practice. Specifically, we look at how leaders reconcile discrepancies between the self-perceived proficiency of various competencies and their corresponding importance. Empirically, we study leaders within the music domain – how choral conductors make sense of their competencies in the shaping of their professional practice. We investigated how choral leaders in Scandinavia (N = 638) made sense of their competencies in the face of demands in their working situations. A mixed methodology was used, comprising a quantitative survey with qualitative comments and in-depth interviews with a selection of the respondents. The results show that when choral leaders shape their practice, they frequently face competency gaps that compel them to act or adjust their identity. The key to this sensemaking process is how they move competency elements they master to the foreground and wanting elements to the background. The concept of ‘sensemaking affordance’ is introduced to account for how various leader competency categories are negotiated to safeguard overall efficacy.
{"title":"The construction of leadership practice: Making sense of leader competencies","authors":"Dag Jansson, Erik Døving, Beate Elstad","doi":"10.1177/1742715021996497","DOIUrl":"https://doi.org/10.1177/1742715021996497","url":null,"abstract":"The notion of leadership competencies is a much-debated issue. In this article, we propose that how the leader makes sense of his or her competencies is key to leadership practice. Specifically, we look at how leaders reconcile discrepancies between the self-perceived proficiency of various competencies and their corresponding importance. Empirically, we study leaders within the music domain – how choral conductors make sense of their competencies in the shaping of their professional practice. We investigated how choral leaders in Scandinavia (N = 638) made sense of their competencies in the face of demands in their working situations. A mixed methodology was used, comprising a quantitative survey with qualitative comments and in-depth interviews with a selection of the respondents. The results show that when choral leaders shape their practice, they frequently face competency gaps that compel them to act or adjust their identity. The key to this sensemaking process is how they move competency elements they master to the foreground and wanting elements to the background. The concept of ‘sensemaking affordance’ is introduced to account for how various leader competency categories are negotiated to safeguard overall efficacy.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"17 1","pages":"560 - 585"},"PeriodicalIF":0.0,"publicationDate":"2021-02-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84480105","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 : 2021-02-24DOI: 10.1177/1742715021998229
G. Edwards, B. Hawkins, N. Sutherland
This study uses the archetype of a ‘trickster’ to reflect back on, and hence problematize, the role of the educator/facilitator identity in leadership learning. This is based on the view that a trickster is a permanent resident in liminal spaces and that these liminal spaces play an important role in leadership learning. Our approach was based on the reading of the trickster literature alongside reflective conversations on our own experiences of facilitation of leadership learning, development and education. We suggest that paying attention to the trickster tale draws attention to the romanticization of leadership development and its facilitation as based on a response to crisis that leads to a further enhancement of the leader as a hero. Hence, it also offers ways to problematize leadership learning by uncovering the shadow side of facilitation and underlying power relations. We therefore contribute by showing how, as facilitators, we can use the trickster archetype to think more critically, reflectively and reflexively about our role and practices as educators, in particular, the ethical and power-related issues. In our conclusions, we make recommendations for research, theory and practice and invite other facilitators to share with us their trickster tales.
{"title":"Problematizing leadership learning facilitation through a trickster archetype: An investigation into power and identity in liminal spaces","authors":"G. Edwards, B. Hawkins, N. Sutherland","doi":"10.1177/1742715021998229","DOIUrl":"https://doi.org/10.1177/1742715021998229","url":null,"abstract":"This study uses the archetype of a ‘trickster’ to reflect back on, and hence problematize, the role of the educator/facilitator identity in leadership learning. This is based on the view that a trickster is a permanent resident in liminal spaces and that these liminal spaces play an important role in leadership learning. Our approach was based on the reading of the trickster literature alongside reflective conversations on our own experiences of facilitation of leadership learning, development and education. We suggest that paying attention to the trickster tale draws attention to the romanticization of leadership development and its facilitation as based on a response to crisis that leads to a further enhancement of the leader as a hero. Hence, it also offers ways to problematize leadership learning by uncovering the shadow side of facilitation and underlying power relations. We therefore contribute by showing how, as facilitators, we can use the trickster archetype to think more critically, reflectively and reflexively about our role and practices as educators, in particular, the ethical and power-related issues. In our conclusions, we make recommendations for research, theory and practice and invite other facilitators to share with us their trickster tales.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"65 1","pages":"542 - 559"},"PeriodicalIF":0.0,"publicationDate":"2021-02-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81184329","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 : 2021-02-20DOI: 10.1177/1742715021996486
Irmelin Gram-Hanssen
Deliberately transforming society toward equitable and sustainable futures requires leadership. But what kind of leadership? While the dominant understanding of leadership often centers on the individual, the concept of collective leadership is receiving increased attention. Yet, the relationship between individual and collective leadership remains elusive and has been given limited attention in the transformation literature. In this study, I explore how leadership is understood and enacted in an Alaska Native community engaged in transforming community systems toward enhanced sustainability. I draw on Indigenous leadership research, organized through four interrelated analytical lenses: the individual leader, leadership through culture, leadership through process, and leadership through integration. I find that leadership in the community can be seen as something simultaneously individual and collective and argue that an Indigenous relational ontology makes it possible to imagine leadership as an “individual-collective simultaneity.” In the discussion, I highlight the connections to emerging theories and approaches within “mainstream” leadership research, pointing to the potential for bridging disciplines and paradigms. For leadership and transformation researchers to engage in this bridging work, we must reflect on and reconsider our assumptions as to what agency for transformation is, with important implications for how we work to support transformations. While “ontological bridge building” creates tensions, it is through holding and working through these creative tensions that we can start to see pathways toward equitable and sustainable futures.
{"title":"Individual and collective leadership for deliberate transformations: Insights from Indigenous leadership","authors":"Irmelin Gram-Hanssen","doi":"10.1177/1742715021996486","DOIUrl":"https://doi.org/10.1177/1742715021996486","url":null,"abstract":"Deliberately transforming society toward equitable and sustainable futures requires leadership. But what kind of leadership? While the dominant understanding of leadership often centers on the individual, the concept of collective leadership is receiving increased attention. Yet, the relationship between individual and collective leadership remains elusive and has been given limited attention in the transformation literature. In this study, I explore how leadership is understood and enacted in an Alaska Native community engaged in transforming community systems toward enhanced sustainability. I draw on Indigenous leadership research, organized through four interrelated analytical lenses: the individual leader, leadership through culture, leadership through process, and leadership through integration. I find that leadership in the community can be seen as something simultaneously individual and collective and argue that an Indigenous relational ontology makes it possible to imagine leadership as an “individual-collective simultaneity.” In the discussion, I highlight the connections to emerging theories and approaches within “mainstream” leadership research, pointing to the potential for bridging disciplines and paradigms. For leadership and transformation researchers to engage in this bridging work, we must reflect on and reconsider our assumptions as to what agency for transformation is, with important implications for how we work to support transformations. While “ontological bridge building” creates tensions, it is through holding and working through these creative tensions that we can start to see pathways toward equitable and sustainable futures.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"135 1","pages":"519 - 541"},"PeriodicalIF":0.0,"publicationDate":"2021-02-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78607089","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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