Pub Date : 2022-12-06DOI: 10.1177/17427150221144393
C. Bedock, Magali Della Sudda
Most research on mayoral leadership focuses on how leaders view and exercise power when in office. In contrast, we study ‘prefigurative leadership’ during a municipal campaign, i.e. the way in which putative leaders construct, stage and consolidate a leadership style that foreshadows the way they will exercise power if they get elected. We rely the study of the 2020 French municipal election in Bordeaux, characterized by political alternation, succession to a strong leader, and electoral uncertainty. Candidates endorse a great variety of prefigurative leadership styles and juggle with a series of dilemmas inherent with the complexity of mayoral roles.
{"title":"Prefigurative leadership: The building of leadership roles in a municipal campaign","authors":"C. Bedock, Magali Della Sudda","doi":"10.1177/17427150221144393","DOIUrl":"https://doi.org/10.1177/17427150221144393","url":null,"abstract":"Most research on mayoral leadership focuses on how leaders view and exercise power when in office. In contrast, we study ‘prefigurative leadership’ during a municipal campaign, i.e. the way in which putative leaders construct, stage and consolidate a leadership style that foreshadows the way they will exercise power if they get elected. We rely the study of the 2020 French municipal election in Bordeaux, characterized by political alternation, succession to a strong leader, and electoral uncertainty. Candidates endorse a great variety of prefigurative leadership styles and juggle with a series of dilemmas inherent with the complexity of mayoral roles.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"38 1","pages":"111 - 132"},"PeriodicalIF":0.0,"publicationDate":"2022-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73524151","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 : 2022-11-30DOI: 10.1177/17427150221142136
O. F. Titus, Oluwadamilola Bamigbade, Odafe Martin Egere
Virtual Leadership: practical strategies for success with remote or hybrid work and team powerfully commences with the bold statement that the ‘‘society is changing, with a new generation joining the workforce who have grown up with the internet and cannot imagine a world without smartphones and mobile data’’ (p. 37–38). This book aims to provide readers with a deep insight into leading in a virtual world and the formidable challenges that hybrid working presents by posing probing questions like: What does virtual working allow you to do that was not possible in the past? Why do you want a virtual meeting and is a meeting necessary to achieve your outcomes? A deep reflection on these questions is very important. The book includes strategies, and useful aids like checklists, case studies, stories, and recommendations to make the subject matter more engaging. This 10-chapter book addresses the significant difficulties that hybrid working poses, and the author’s argument for virtual leadership is even more pertinent now. This book is intended to provide the reader with useful guidance and suggestions for improving their leadership in hybrid teams and virtual work environments.
{"title":"Book Review: Virtual Leadership: practical strategies for success with remote or hybrid work and teams","authors":"O. F. Titus, Oluwadamilola Bamigbade, Odafe Martin Egere","doi":"10.1177/17427150221142136","DOIUrl":"https://doi.org/10.1177/17427150221142136","url":null,"abstract":"Virtual Leadership: practical strategies for success with remote or hybrid work and team powerfully commences with the bold statement that the ‘‘society is changing, with a new generation joining the workforce who have grown up with the internet and cannot imagine a world without smartphones and mobile data’’ (p. 37–38). This book aims to provide readers with a deep insight into leading in a virtual world and the formidable challenges that hybrid working presents by posing probing questions like: What does virtual working allow you to do that was not possible in the past? Why do you want a virtual meeting and is a meeting necessary to achieve your outcomes? A deep reflection on these questions is very important. The book includes strategies, and useful aids like checklists, case studies, stories, and recommendations to make the subject matter more engaging. This 10-chapter book addresses the significant difficulties that hybrid working poses, and the author’s argument for virtual leadership is even more pertinent now. This book is intended to provide the reader with useful guidance and suggestions for improving their leadership in hybrid teams and virtual work environments.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"20 1","pages":"183 - 185"},"PeriodicalIF":0.0,"publicationDate":"2022-11-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83697774","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 : 2022-11-07DOI: 10.1177/17427150221138150
Jonas Holm
Several researchers have observed that growing attention has been given to the concept of plural leadership in the past couple of decades. However, the role of the manager is largely overlooked in the plural leadership literature. In this study, I draw on the concept of implicit leadership theories to explore how managers’ assumptions about leadership might influence organisations’ ability to realise plural leadership. Based on participant observation and interview data, I identify three basic managerial assumptions about leadership that align poorly with the principles of plural leadership: (1) management positions entail ultimate accountability, (2) disagreement is definitively bad, and (3) resistance is exclusively caused by faulty processes. I argue that these assumptions constitute an obstacle to the practical realisation of plural leadership and consequently that interventions targeting managers’ implicit leadership theories might be effective in developing plural leadership beyond rhetorical changes.
{"title":"Exploring alignment of assumptions in plural leadership: A case study of managers’ implicit leadership theories in the danish public sector","authors":"Jonas Holm","doi":"10.1177/17427150221138150","DOIUrl":"https://doi.org/10.1177/17427150221138150","url":null,"abstract":"Several researchers have observed that growing attention has been given to the concept of plural leadership in the past couple of decades. However, the role of the manager is largely overlooked in the plural leadership literature. In this study, I draw on the concept of implicit leadership theories to explore how managers’ assumptions about leadership might influence organisations’ ability to realise plural leadership. Based on participant observation and interview data, I identify three basic managerial assumptions about leadership that align poorly with the principles of plural leadership: (1) management positions entail ultimate accountability, (2) disagreement is definitively bad, and (3) resistance is exclusively caused by faulty processes. I argue that these assumptions constitute an obstacle to the practical realisation of plural leadership and consequently that interventions targeting managers’ implicit leadership theories might be effective in developing plural leadership beyond rhetorical changes.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"389 1","pages":"43 - 62"},"PeriodicalIF":0.0,"publicationDate":"2022-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76656313","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 : 2022-10-26DOI: 10.1177/17427150221128357
G. Edwards, R. Bolden
This ‘Leading Questions’ thought piece explores the elusive nature of collective leadership. We use our previous experiences to explore issues that tend to go unnoticed and unreported within the academic analysis of collective forms of leadership, including (1) the motives of those commissioning and conducting applied research to ‘make a difference’ through collective forms of leadership; (2) the performative effects of how ‘collective leadership’ is framed; and (3) the extent to which ambiguity around the nature of collective leadership makes it a powerful ‘empty signifier’ for holding incompatible and inconsistent conceptions and ideologies. Such issues, we suggest, are inherent features of the landscape of collective leadership theory, policy and practice and have important implications for scholars, practitioners and developers.
{"title":"Why is collective leadership so elusive?","authors":"G. Edwards, R. Bolden","doi":"10.1177/17427150221128357","DOIUrl":"https://doi.org/10.1177/17427150221128357","url":null,"abstract":"This ‘Leading Questions’ thought piece explores the elusive nature of collective leadership. We use our previous experiences to explore issues that tend to go unnoticed and unreported within the academic analysis of collective forms of leadership, including (1) the motives of those commissioning and conducting applied research to ‘make a difference’ through collective forms of leadership; (2) the performative effects of how ‘collective leadership’ is framed; and (3) the extent to which ambiguity around the nature of collective leadership makes it a powerful ‘empty signifier’ for holding incompatible and inconsistent conceptions and ideologies. Such issues, we suggest, are inherent features of the landscape of collective leadership theory, policy and practice and have important implications for scholars, practitioners and developers.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"18 1","pages":"167 - 182"},"PeriodicalIF":0.0,"publicationDate":"2022-10-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75235837","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 : 2022-10-17DOI: 10.1177/17427150221134140
Bert Spector
Since the onset of Russia’s invasion of Ukraine, a great many people have cojoined their admiration for the grit and determination shown by the Ukraine people with their esteem for the nation’s formal leader, Volodymyr Zelenskyy. He has been constructed, particularly in the Western press, as kind of larger-than-life hero, displaying physical courage, resilience, and a brilliant use of communication skills to help mobilize world opinion. But the construction of heroic leadership raises concern within the framework of critical leadership given the often-accompanying characteristics of worshipful acquiescence, hyper-masculinity, and an overly individualized view of causation. In addressing the tension between holding Zelenskyy up as an admirable, even heroic leader while simultaneously harboring a deep distrust of any notion of heroic leadership, the essay examines the historiography devoted to an earlier heroic leader, Martin Luther King, Jr. The goal of this essay is to provoke thought and deepen an appreciation for the complexity of the heroic leadership construct. Graphical Abstract
{"title":"Volodymyr Zelenskyy, heroic leadership, and the historical gaze","authors":"Bert Spector","doi":"10.1177/17427150221134140","DOIUrl":"https://doi.org/10.1177/17427150221134140","url":null,"abstract":"Since the onset of Russia’s invasion of Ukraine, a great many people have cojoined their admiration for the grit and determination shown by the Ukraine people with their esteem for the nation’s formal leader, Volodymyr Zelenskyy. He has been constructed, particularly in the Western press, as kind of larger-than-life hero, displaying physical courage, resilience, and a brilliant use of communication skills to help mobilize world opinion. But the construction of heroic leadership raises concern within the framework of critical leadership given the often-accompanying characteristics of worshipful acquiescence, hyper-masculinity, and an overly individualized view of causation. In addressing the tension between holding Zelenskyy up as an admirable, even heroic leader while simultaneously harboring a deep distrust of any notion of heroic leadership, the essay examines the historiography devoted to an earlier heroic leader, Martin Luther King, Jr. The goal of this essay is to provoke thought and deepen an appreciation for the complexity of the heroic leadership construct. Graphical Abstract","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"14 1","pages":"27 - 42"},"PeriodicalIF":0.0,"publicationDate":"2022-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84977970","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 : 2022-10-14DOI: 10.1177/17427150221133888
P. Gilani, R. Bolden, A. Pye
Whilst Day's (2000) description of leadership development as an investment in social capital has been widely cited, there has been little subsequent empirical or theoretical work to explore and articulate the nature and purpose of this ‘social capital’ or how it changes over time. This paper revisits this issue by presenting findings from a qualitative in-depth longitudinal evaluation of a corporate leadership development programme. The study explored the multi-faceted and shifting nature of social capital during and after the programme, with particular attention given to how different aspects of social capital were perceived and engaged with by key stakeholders over time. Findings reveal differing perspectives on the nature and purpose of social capital and illustrate the impact of changing organizational contexts on programme aims and outcomes and how these are evaluated. The paper concludes by outlining implications for the evaluation of leadership development, advocating the value of a pluralistic approach that incorporates criticality alongside the logics of accountability, development and knowledge that characterise most current approaches to evaluation Kennedy, Carroll and Francoeur (2013).
{"title":"Evaluating shifting perceptions and configurations of social capital in leadership development","authors":"P. Gilani, R. Bolden, A. Pye","doi":"10.1177/17427150221133888","DOIUrl":"https://doi.org/10.1177/17427150221133888","url":null,"abstract":"Whilst Day's (2000) description of leadership development as an investment in social capital has been widely cited, there has been little subsequent empirical or theoretical work to explore and articulate the nature and purpose of this ‘social capital’ or how it changes over time. This paper revisits this issue by presenting findings from a qualitative in-depth longitudinal evaluation of a corporate leadership development programme. The study explored the multi-faceted and shifting nature of social capital during and after the programme, with particular attention given to how different aspects of social capital were perceived and engaged with by key stakeholders over time. Findings reveal differing perspectives on the nature and purpose of social capital and illustrate the impact of changing organizational contexts on programme aims and outcomes and how these are evaluated. The paper concludes by outlining implications for the evaluation of leadership development, advocating the value of a pluralistic approach that incorporates criticality alongside the logics of accountability, development and knowledge that characterise most current approaches to evaluation Kennedy, Carroll and Francoeur (2013).","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"4 1","pages":"63 - 84"},"PeriodicalIF":0.0,"publicationDate":"2022-10-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75406306","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 : 2022-10-11DOI: 10.1177/17427150221132398
M. Larsson, Johan Alvehus
The scholarly literature on leadership has long been characterized by leader-centrism, in the sense of a focus on individual leaders, their characteristics and actions. This tendency has been strongly criticized, not least by scholars with a critical perspective. However, we still see a strong emphasis on leaders and managers in empirical studies of leadership. In this article, we suggest that this tendency is at least in part a consequence of common methodological blackboxing practices within leadership studies. We identify two such blackboxing practices: delegation, where identification of the core phenomenon is left to informants, and proxying, when more easily defined phenomena are taken to stand for leadership. We suggest that a consequence of such practices is an unintended focus on managers, and attempts to avoid leader-centrism that rely on these blackboxing practices therefore paradoxically might result in manager-centrism.
{"title":"Blackboxing leadership: Methodological practices leading to manager-centrism","authors":"M. Larsson, Johan Alvehus","doi":"10.1177/17427150221132398","DOIUrl":"https://doi.org/10.1177/17427150221132398","url":null,"abstract":"The scholarly literature on leadership has long been characterized by leader-centrism, in the sense of a focus on individual leaders, their characteristics and actions. This tendency has been strongly criticized, not least by scholars with a critical perspective. However, we still see a strong emphasis on leaders and managers in empirical studies of leadership. In this article, we suggest that this tendency is at least in part a consequence of common methodological blackboxing practices within leadership studies. We identify two such blackboxing practices: delegation, where identification of the core phenomenon is left to informants, and proxying, when more easily defined phenomena are taken to stand for leadership. We suggest that a consequence of such practices is an unintended focus on managers, and attempts to avoid leader-centrism that rely on these blackboxing practices therefore paradoxically might result in manager-centrism.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"77 1","pages":"85 - 97"},"PeriodicalIF":0.0,"publicationDate":"2022-10-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72627439","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 : 2022-10-05DOI: 10.1177/17427150221130823
A. Kajamaa, Juha Tuunainen
In this study, we widen the understanding of how the dialectics of distributed leadership develop as part of discursive interactions in an interorganizational setting directed at renewal. Using a dialectical perspective, we analyzed developmental meetings of an entrepreneurship hub and identified three dialectics, namely disagreement versus encouragement, organizational dependency versus interorganizational engagement and status quo versus transformation, by which the discussion reached the resolution. Our study widens the current understanding of distributed leadership and offers a nuanced account of how dissent and consent act as equally important forces for the development of the distributed leadership practice, as well as for reaching the collective resolution directed at organizational renewal. Our study also highlights the significance of co-created visual representations for converting complex discursive dialectics into a more tangible form. More generally, our study opens an approach in leadership to study tension-laden organizational dynamics in discursive and processual terms, especially in complex interorganizational contexts.
{"title":"Dialectics of distributed leadership in an interorganizational entrepreneurship hub","authors":"A. Kajamaa, Juha Tuunainen","doi":"10.1177/17427150221130823","DOIUrl":"https://doi.org/10.1177/17427150221130823","url":null,"abstract":"In this study, we widen the understanding of how the dialectics of distributed leadership develop as part of discursive interactions in an interorganizational setting directed at renewal. Using a dialectical perspective, we analyzed developmental meetings of an entrepreneurship hub and identified three dialectics, namely disagreement versus encouragement, organizational dependency versus interorganizational engagement and status quo versus transformation, by which the discussion reached the resolution. Our study widens the current understanding of distributed leadership and offers a nuanced account of how dissent and consent act as equally important forces for the development of the distributed leadership practice, as well as for reaching the collective resolution directed at organizational renewal. Our study also highlights the significance of co-created visual representations for converting complex discursive dialectics into a more tangible form. More generally, our study opens an approach in leadership to study tension-laden organizational dynamics in discursive and processual terms, especially in complex interorganizational contexts.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"95 1","pages":"754 - 774"},"PeriodicalIF":0.0,"publicationDate":"2022-10-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84726661","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 : 2022-10-05DOI: 10.1177/17427150221131841
D. Tourish
This issue of Leadership coincides with ‘regime’ change. After eight years in the job, I am stepping down, and the role of editor will be taken up jointly by Doris Scheditzki and Gareth Edwards. I know that they will do an excellent job and wish them well. But I hope that I will be excused for taking the opportunity to offer some thanks, and reflect more widely on what this journal means and the contribution it has made to leadership studies. I remain indebted to our founding editors – David Collinson and Keith Grint – for having the vision and determination to establish the journal, way back in 2005. Additionally, I am grateful to our wonderful team of Associate Editors. This has included Gareth and Doris, plus Michelle Bligh, Richard Bolden, Brigid Carroll, Jackie Ford, Brad Jackson, Owain Smolović Jones, Leah Tomkins and Suze Wilson. They have provided a sterling service, editing papers, offering much needed advice and support, and contributing their own work. I am also grateful to our invaluable editorial board, not least for their numerous reviews of submissions. This role is frequently unheralded, not least by the Universities that employ us, but without it journals would not be able to exist. Thanks are also due to all those authors who have submitted papers to us. Lastly, I must acknowledge the invaluable assistance received from Aina Blanch, publishing editor for the journal at Sage, and the numerous dedicated production staff who work for it in India, particularly Neha Gambhir and Jayapriya Balasubramani. All have been incredibly supportive and efficient. In launching this journal, David and Keith recognised that there was a need for a critical outlet on leadership – that is, one willing to publish papers that pose awkward questions and critique mainstream scholarship. Many years on, this need is still striking. For the most part, our field remains relentlessly positive in its theoretical framing, positivist in its preferred methodological approach and positive in its statistical findings. Bad leadership – evident in Enron, Lehman Brothers, RBS, Donald Trump, Viktor Orbán, Theranos – is sometimes depicted as not leadership at all. The most influential theoretical models in the field legitimise the concentration of too much power in too few hands. They also continue to produce laundry lists of desirable qualities that they insist leaders should possess. Effective leaders, it seems, must perform miracles thrice daily, walk on water before nightfall, and then turn it into wine (to be sold off in order to further enhance shareholder value), all the while remaining humble servants of the people. Impossiblism is rife. In my view, authentic leadership theory (ALT) is one such approach (see relevant chapter on ALT in Tourish, 2019). It is
{"title":"Editorial transitions: Hail and farewell","authors":"D. Tourish","doi":"10.1177/17427150221131841","DOIUrl":"https://doi.org/10.1177/17427150221131841","url":null,"abstract":"This issue of Leadership coincides with ‘regime’ change. After eight years in the job, I am stepping down, and the role of editor will be taken up jointly by Doris Scheditzki and Gareth Edwards. I know that they will do an excellent job and wish them well. But I hope that I will be excused for taking the opportunity to offer some thanks, and reflect more widely on what this journal means and the contribution it has made to leadership studies. I remain indebted to our founding editors – David Collinson and Keith Grint – for having the vision and determination to establish the journal, way back in 2005. Additionally, I am grateful to our wonderful team of Associate Editors. This has included Gareth and Doris, plus Michelle Bligh, Richard Bolden, Brigid Carroll, Jackie Ford, Brad Jackson, Owain Smolović Jones, Leah Tomkins and Suze Wilson. They have provided a sterling service, editing papers, offering much needed advice and support, and contributing their own work. I am also grateful to our invaluable editorial board, not least for their numerous reviews of submissions. This role is frequently unheralded, not least by the Universities that employ us, but without it journals would not be able to exist. Thanks are also due to all those authors who have submitted papers to us. Lastly, I must acknowledge the invaluable assistance received from Aina Blanch, publishing editor for the journal at Sage, and the numerous dedicated production staff who work for it in India, particularly Neha Gambhir and Jayapriya Balasubramani. All have been incredibly supportive and efficient. In launching this journal, David and Keith recognised that there was a need for a critical outlet on leadership – that is, one willing to publish papers that pose awkward questions and critique mainstream scholarship. Many years on, this need is still striking. For the most part, our field remains relentlessly positive in its theoretical framing, positivist in its preferred methodological approach and positive in its statistical findings. Bad leadership – evident in Enron, Lehman Brothers, RBS, Donald Trump, Viktor Orbán, Theranos – is sometimes depicted as not leadership at all. The most influential theoretical models in the field legitimise the concentration of too much power in too few hands. They also continue to produce laundry lists of desirable qualities that they insist leaders should possess. Effective leaders, it seems, must perform miracles thrice daily, walk on water before nightfall, and then turn it into wine (to be sold off in order to further enhance shareholder value), all the while remaining humble servants of the people. Impossiblism is rife. In my view, authentic leadership theory (ALT) is one such approach (see relevant chapter on ALT in Tourish, 2019). It is","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"63 1","pages":"725 - 728"},"PeriodicalIF":0.0,"publicationDate":"2022-10-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84750129","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 : 2022-10-01DOI: 10.1177/17427150221090379
B. Bozkurt
In the book entitled “Creative social change: Leadership for a healthy world” which was published before the novel Coronavirus pandemic, there could be lessons that organizations have neglected. Its main argument implies that health together with effectiveness could help leadership sustain their organizations for a healthy world. Correspondingly, this actionable book review aims to provide implications that could help organizations become or stay healthy during the pandemic. A critical analysis of the book’s contents reveals that it could be reasonable to start with gender equality for women before everything else in order to have healthy organizations during the pandemic. Health could improve through gender equality, trust-based partnerships, adaptation to environment, and involving in organizational (and entrepreneurial) activities. This contribution is intriguing for three reasons. Firstly, it provides actionable recommendations during increased uncertainty. Secondly, it prioritizes a sustainable development goal. Thirdly, it is an attempt to strengthen the sustainable development goals that are under challenges. Therefore, the link among health, leadership, sustainability, and organization in the book and the above road map in the book review could be inspiring.
{"title":"Book Review: Creative social change: Leadership for a healthy world","authors":"B. Bozkurt","doi":"10.1177/17427150221090379","DOIUrl":"https://doi.org/10.1177/17427150221090379","url":null,"abstract":"In the book entitled “Creative social change: Leadership for a healthy world” which was published before the novel Coronavirus pandemic, there could be lessons that organizations have neglected. Its main argument implies that health together with effectiveness could help leadership sustain their organizations for a healthy world. Correspondingly, this actionable book review aims to provide implications that could help organizations become or stay healthy during the pandemic. A critical analysis of the book’s contents reveals that it could be reasonable to start with gender equality for women before everything else in order to have healthy organizations during the pandemic. Health could improve through gender equality, trust-based partnerships, adaptation to environment, and involving in organizational (and entrepreneurial) activities. This contribution is intriguing for three reasons. Firstly, it provides actionable recommendations during increased uncertainty. Secondly, it prioritizes a sustainable development goal. Thirdly, it is an attempt to strengthen the sustainable development goals that are under challenges. Therefore, the link among health, leadership, sustainability, and organization in the book and the above road map in the book review could be inspiring.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"23 1","pages":"716 - 722"},"PeriodicalIF":0.0,"publicationDate":"2022-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83254600","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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