Pub Date : 2022-06-13DOI: 10.1177/17427150221083428
Suze Wilson, Hugh Lee, J. Ford, Nancy Harding
Leadership development is big business, with business schools and private providers offering leadership development programmes claimed to help turn managers into wise, good and able leaders. Leadership development originated in philosophy and, in the Western tradition, dates back at least as far as Socrates. This article asks: how would philosophers qua wisdom-lovers [philo-sophes] respond to contemporary programmes? We use the dramatic licence offered by theatre to imagine Foucault, Butler, Kant, Hume and others participating in a leadership training course. As our play opens, we find them critiquing a 360-degree psychometric assessment instrument they have been asked to complete. Our highly select group argue it solicits docile, servile supplicants to the interests of neoliberal capitalism. They offer an alternative containing key questions putative leaders should explore. The script includes other dramatis personnae and a Chorus (the authors of this paper). Speeches and programme notes provide the necessary bones of an academic paper, such as literature reviews and philosophical contexts. We ask colleagues to join with us in reconnecting leadership development to its philosophical roots in an effort to foster wiser and more ethical leadership.
{"title":"If philosophers went on a leadership course: A (serious) farce in three Acts","authors":"Suze Wilson, Hugh Lee, J. Ford, Nancy Harding","doi":"10.1177/17427150221083428","DOIUrl":"https://doi.org/10.1177/17427150221083428","url":null,"abstract":"Leadership development is big business, with business schools and private providers offering leadership development programmes claimed to help turn managers into wise, good and able leaders. Leadership development originated in philosophy and, in the Western tradition, dates back at least as far as Socrates. This article asks: how would philosophers qua wisdom-lovers [philo-sophes] respond to contemporary programmes? We use the dramatic licence offered by theatre to imagine Foucault, Butler, Kant, Hume and others participating in a leadership training course. As our play opens, we find them critiquing a 360-degree psychometric assessment instrument they have been asked to complete. Our highly select group argue it solicits docile, servile supplicants to the interests of neoliberal capitalism. They offer an alternative containing key questions putative leaders should explore. The script includes other dramatis personnae and a Chorus (the authors of this paper). Speeches and programme notes provide the necessary bones of an academic paper, such as literature reviews and philosophical contexts. We ask colleagues to join with us in reconnecting leadership development to its philosophical roots in an effort to foster wiser and more ethical leadership.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"47 1","pages":"471 - 497"},"PeriodicalIF":0.0,"publicationDate":"2022-06-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91255770","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 : 2022-06-10DOI: 10.1177/17427150221107265
P. Sanders
The essay provides a take, by a historian, on the 2022 Ukraine war. It draws attention to the fact that, over the past 20 years, terms such as “game-changer” or “turning point” have been frequently employed to characterize important junctures. However, 2022 is qualitatively different from all of these, as it represents the antithesis to 1989 and marks the end of an entire era. From the leadership perspective, one immediate effect of a turning point is the reckoning with the past that it entails. It forces a rethink on past behavior. And this collective cognitive rewiring triggers the questioning of the legacy of leaders associated with the now discredited course of action. Taking the example of the crisis of conscience currently underway in Germany, the essay cautions against scapegoating that relies on retrospective selection bias; suggesting instead, that the focus of attention should be shifted to the collective cognitive blinders that prevented the numerous Cassandras, who understood the genuine nature of Putinist aggression, from being listened to. The essay then turns its attention to the proliferation of historical analogies and comparisons, arguing that this tells us less about the event and more about the fact that our compasses have gone haywire. As corollaries of our profound disarray, they even prevent us from gaining a better understanding of the phenomenon. This is addressed in the final part, which includes reflections on Putin as a leader, Putinist followership, as well as the challenges Western leaders are likely to face in the future.
{"title":"Ukraine 2022, through the leadership binoculars","authors":"P. Sanders","doi":"10.1177/17427150221107265","DOIUrl":"https://doi.org/10.1177/17427150221107265","url":null,"abstract":"The essay provides a take, by a historian, on the 2022 Ukraine war. It draws attention to the fact that, over the past 20 years, terms such as “game-changer” or “turning point” have been frequently employed to characterize important junctures. However, 2022 is qualitatively different from all of these, as it represents the antithesis to 1989 and marks the end of an entire era. From the leadership perspective, one immediate effect of a turning point is the reckoning with the past that it entails. It forces a rethink on past behavior. And this collective cognitive rewiring triggers the questioning of the legacy of leaders associated with the now discredited course of action. Taking the example of the crisis of conscience currently underway in Germany, the essay cautions against scapegoating that relies on retrospective selection bias; suggesting instead, that the focus of attention should be shifted to the collective cognitive blinders that prevented the numerous Cassandras, who understood the genuine nature of Putinist aggression, from being listened to. The essay then turns its attention to the proliferation of historical analogies and comparisons, arguing that this tells us less about the event and more about the fact that our compasses have gone haywire. As corollaries of our profound disarray, they even prevent us from gaining a better understanding of the phenomenon. This is addressed in the final part, which includes reflections on Putin as a leader, Putinist followership, as well as the challenges Western leaders are likely to face in the future.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"60 1","pages":"612 - 626"},"PeriodicalIF":0.0,"publicationDate":"2022-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79349024","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 : 2022-06-02DOI: 10.1177/17427150221105417
Larry L Nyland
{"title":"Book Review: A review of: Adaptive leadership in a global economy: Perspectives for application and scholarship","authors":"Larry L Nyland","doi":"10.1177/17427150221105417","DOIUrl":"https://doi.org/10.1177/17427150221105417","url":null,"abstract":"","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"4 1","pages":"844 - 851"},"PeriodicalIF":0.0,"publicationDate":"2022-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83072813","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 : 2022-06-01DOI: 10.1177/17427150221100594
J. Raelin, Jennifer L. Robinson
This article constitutes an interview between a new researcher of the field of Leadership-as-Practice (L-A-P), Jenny Robinson, with one of the co-creators of the field, Joe Raelin. It is dedicated to providing an update and refinement of leadership-as-practice “practice theory,” which has gone through a fair degree of transformation since this journal’s first article on the subject in 2008. The call for such an update is precipitated by the need for emerging L-A-P researchers to appreciate the subject’s conceptual boundaries for more consistent and integrated exploration. In particular, L-A-P claims to differentiate not only from other plural traditions in leadership but from other “as-practice” approaches in the wider management field. Some of the other distinctions covered in this article comprise the role of theory in L-A-P, its contribution to leadership research and leadership development, its connection to other related fields, and its phenomenological, ethical, democratic, and post-humanistic foundations.
{"title":"Update of leadership-as-practice “practice theory”: Featuring Joe Raelin Interviewed by Jenny Robinson","authors":"J. Raelin, Jennifer L. Robinson","doi":"10.1177/17427150221100594","DOIUrl":"https://doi.org/10.1177/17427150221100594","url":null,"abstract":"This article constitutes an interview between a new researcher of the field of Leadership-as-Practice (L-A-P), Jenny Robinson, with one of the co-creators of the field, Joe Raelin. It is dedicated to providing an update and refinement of leadership-as-practice “practice theory,” which has gone through a fair degree of transformation since this journal’s first article on the subject in 2008. The call for such an update is precipitated by the need for emerging L-A-P researchers to appreciate the subject’s conceptual boundaries for more consistent and integrated exploration. In particular, L-A-P claims to differentiate not only from other plural traditions in leadership but from other “as-practice” approaches in the wider management field. Some of the other distinctions covered in this article comprise the role of theory in L-A-P, its contribution to leadership research and leadership development, its connection to other related fields, and its phenomenological, ethical, democratic, and post-humanistic foundations.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"228 1","pages":"695 - 706"},"PeriodicalIF":0.0,"publicationDate":"2022-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73943368","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 : 2022-05-19DOI: 10.1177/17427150221103405
K. Grint
Leadership is often associated with a particular form of decision-making: being decisive. This paper reflects on the limits of decisiveness and the role of incrementalism in the Russian decision to invade Ukraine and the role of the West and NATO’s decision-making over the prior 10 years. It suggests that incrementalism is both a legitimate mode and a significant problem in such scenarios, and focuses on the historical context to explain the decision to invade and the subsequent military failures.
{"title":"Leadership, incrementalism and the repetition of history: A Ukrainian tragedy in four acts","authors":"K. Grint","doi":"10.1177/17427150221103405","DOIUrl":"https://doi.org/10.1177/17427150221103405","url":null,"abstract":"Leadership is often associated with a particular form of decision-making: being decisive. This paper reflects on the limits of decisiveness and the role of incrementalism in the Russian decision to invade Ukraine and the role of the West and NATO’s decision-making over the prior 10 years. It suggests that incrementalism is both a legitimate mode and a significant problem in such scenarios, and focuses on the historical context to explain the decision to invade and the subsequent military failures.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"18 1","pages":"601 - 611"},"PeriodicalIF":0.0,"publicationDate":"2022-05-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84462374","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 : 2022-05-12DOI: 10.1177/17427150221099398
Simon F Oliai
{"title":"Book Review: The Road to Perdition: David Owen on Hubristic Mendacity in Contemporary Populisms","authors":"Simon F Oliai","doi":"10.1177/17427150221099398","DOIUrl":"https://doi.org/10.1177/17427150221099398","url":null,"abstract":"","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"244 1","pages":"707 - 712"},"PeriodicalIF":0.0,"publicationDate":"2022-05-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77862271","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 : 2022-05-10DOI: 10.1177/17427150221096206
Rachel Wolfgramm, Robert Pouwhare, E. Henry, C. Spiller, G. Tuazon
This article is based on research investigating collective memory in the enactment of leadership identities. The context is derived from a study of Māori leadership and decision-making. The methodology is qualitative and underpinned by Kaupapa Māori research. Methods include pūrākau – Māori epistemology in the form of storytelling. Data is sourced from digital archives in the form of documentaries capturing a rich array of Māori leadership in ritual, ceremonies and interviews with leaders in multiple settings. The process of wānanga (collaborative interactive learning) was required for translation of material from Te Reo Māori into English. As a central feature of a Māori collective memory paradigm, words act as a key, unlocking insight and deeper levels of understanding inherent in Māori epistemology, mātauranga Māori (Māori knowledge) and ontology. We employ whakapapa, a framework for understanding cultural identity and layering of relationships to inform analysis by offering a new concept to the literature; pūmahara, a generative collective memory code. This highlights continuity in the enactment of Māori leadership identities and values which signal social affiliation, self-affirmation and belonging. In terms of contributions, first, the study confirms that as repositories for social and collective memory, digital archives offer a potent opportunity to investigate collective memory in the enactment of leadership identities. Second, a new way of analysing the data through culturally derived methods including wānanga, pūrākau and whakapapa is offered. Third, a distinctive contribution to leadership identity research via a conceptual model highlighting interactions between cognitive, affective, relational, material and cultural values is detailed. Finally, we conclude by offering further avenues of research aimed to advance leadership identity research. In summary, this article offers a distinctive contribution to leadership identity research drawing on collective memory theory.
{"title":"Investigating collective memory in the enactment of Māori leadership identities Ko te kōputu pūmahara hei whakatinana i ngā tuakiri hautū","authors":"Rachel Wolfgramm, Robert Pouwhare, E. Henry, C. Spiller, G. Tuazon","doi":"10.1177/17427150221096206","DOIUrl":"https://doi.org/10.1177/17427150221096206","url":null,"abstract":"This article is based on research investigating collective memory in the enactment of leadership identities. The context is derived from a study of Māori leadership and decision-making. The methodology is qualitative and underpinned by Kaupapa Māori research. Methods include pūrākau – Māori epistemology in the form of storytelling. Data is sourced from digital archives in the form of documentaries capturing a rich array of Māori leadership in ritual, ceremonies and interviews with leaders in multiple settings. The process of wānanga (collaborative interactive learning) was required for translation of material from Te Reo Māori into English. As a central feature of a Māori collective memory paradigm, words act as a key, unlocking insight and deeper levels of understanding inherent in Māori epistemology, mātauranga Māori (Māori knowledge) and ontology. We employ whakapapa, a framework for understanding cultural identity and layering of relationships to inform analysis by offering a new concept to the literature; pūmahara, a generative collective memory code. This highlights continuity in the enactment of Māori leadership identities and values which signal social affiliation, self-affirmation and belonging. In terms of contributions, first, the study confirms that as repositories for social and collective memory, digital archives offer a potent opportunity to investigate collective memory in the enactment of leadership identities. Second, a new way of analysing the data through culturally derived methods including wānanga, pūrākau and whakapapa is offered. Third, a distinctive contribution to leadership identity research via a conceptual model highlighting interactions between cognitive, affective, relational, material and cultural values is detailed. Finally, we conclude by offering further avenues of research aimed to advance leadership identity research. In summary, this article offers a distinctive contribution to leadership identity research drawing on collective memory theory.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"40 1","pages":"627 - 655"},"PeriodicalIF":0.0,"publicationDate":"2022-05-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88688330","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 : 2022-05-05DOI: 10.1177/17427150221091363
S. Allen, David M. Rosch, Joanne B. Ciulla, John P. Dugan, B. Jackson, Stefanie K Johnson, C. Pace, S. Kempster, Eric Guthey, S. Murphy, R. Riggio, Karen “Kat” Schrier, W. Souba, C. Spiller
“Phronesis” can be summarized as “wisdom in determining ends and the means of attaining them.” This unique article originated from comments made by scholars on a podcast hosted by Dr. Scott Allen titled “Phronesis: Practical Wisdom for Leaders.” Here, we propose 10 specific agendas focused on the future of scholarship in the field of leadership studies, authored by some of these scholars. Topics include how to think about effective leadership in “the age of emotion” where truth can seem up for debate; specific topical suggestions for expanded study—such as more comprehensively studying place and space, indigenous wisdom, equity issues, games that teach, and focusing more on lifespan perspectives; better integrating scholarship with professional settings where leading occurs; and more effectively framing what it even means to lead and follow.
{"title":"Proposals for the future of leadership scholarship: Suggestions in Phronesis","authors":"S. Allen, David M. Rosch, Joanne B. Ciulla, John P. Dugan, B. Jackson, Stefanie K Johnson, C. Pace, S. Kempster, Eric Guthey, S. Murphy, R. Riggio, Karen “Kat” Schrier, W. Souba, C. Spiller","doi":"10.1177/17427150221091363","DOIUrl":"https://doi.org/10.1177/17427150221091363","url":null,"abstract":"“Phronesis” can be summarized as “wisdom in determining ends and the means of attaining them.” This unique article originated from comments made by scholars on a podcast hosted by Dr. Scott Allen titled “Phronesis: Practical Wisdom for Leaders.” Here, we propose 10 specific agendas focused on the future of scholarship in the field of leadership studies, authored by some of these scholars. Topics include how to think about effective leadership in “the age of emotion” where truth can seem up for debate; specific topical suggestions for expanded study—such as more comprehensively studying place and space, indigenous wisdom, equity issues, games that teach, and focusing more on lifespan perspectives; better integrating scholarship with professional settings where leading occurs; and more effectively framing what it even means to lead and follow.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"147 1","pages":"563 - 589"},"PeriodicalIF":0.0,"publicationDate":"2022-05-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74700174","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 : 2022-05-02DOI: 10.1177/17427150221090375
P. Roth
In leadership research, it has proven useful to understand leadership as a relational phenomenon and to conceptualize leadership structures as networks of leader-member ties. Currently, research further highlights the dynamic nature of these structures and examines their emergence in more detail to uncover the underlying mechanisms. In this literature, emergence is conceptualized as social exchange in teams and investigated experimentally. This paper argues that by doing so, the influence of social context has been neglected. I draw on findings from broader tie-formation research to substantiate the influence of social context and to tackle the conceptual shortcoming. Drawing on this rich literature, I identify eight mechanisms that explain in detail how four dimensions of social context (Culture, Social Networks, Population Characteristics, and Opportunity Patterns) shape the formation of leader-member ties. Finally, I derive 13 propositions based on these mechanisms. These propositions, on the one hand, provide solid starting points for further empirical research. On the other hand, they indicate that the underexposure of social context has led to an overly positive picture of emergent leadership in the current literature. They suggest that much more often than assumed so far, the wrong people become and remain leaders.
{"title":"How social context impacts the emergence of leadership structures","authors":"P. Roth","doi":"10.1177/17427150221090375","DOIUrl":"https://doi.org/10.1177/17427150221090375","url":null,"abstract":"In leadership research, it has proven useful to understand leadership as a relational phenomenon and to conceptualize leadership structures as networks of leader-member ties. Currently, research further highlights the dynamic nature of these structures and examines their emergence in more detail to uncover the underlying mechanisms. In this literature, emergence is conceptualized as social exchange in teams and investigated experimentally. This paper argues that by doing so, the influence of social context has been neglected. I draw on findings from broader tie-formation research to substantiate the influence of social context and to tackle the conceptual shortcoming. Drawing on this rich literature, I identify eight mechanisms that explain in detail how four dimensions of social context (Culture, Social Networks, Population Characteristics, and Opportunity Patterns) shape the formation of leader-member ties. Finally, I derive 13 propositions based on these mechanisms. These propositions, on the one hand, provide solid starting points for further empirical research. On the other hand, they indicate that the underexposure of social context has led to an overly positive picture of emergent leadership in the current literature. They suggest that much more often than assumed so far, the wrong people become and remain leaders.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"90 1","pages":"539 - 562"},"PeriodicalIF":0.0,"publicationDate":"2022-05-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76585077","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 : 2022-04-16DOI: 10.1177/17427150221085134
Colene J. Lind, Onyedikachi Ekwerike
Communities need inclusive leadership that embraces adaptive change to address complex social problems. Implementing such a leadership has proven elusive, calling into question how people understand community leadership. Through interpretive analysis of autobiographical narratives, we identified three orientations toward community leadership, which we label traditional, liberal, and hybrid. Each suggests a different logic of community, power, and the will to leadership. We argue the hybrid perspective is most in keeping with inclusive and adaptive approaches and suggest ways community leadership educators might promote it.
{"title":"Orientations toward community leadership","authors":"Colene J. Lind, Onyedikachi Ekwerike","doi":"10.1177/17427150221085134","DOIUrl":"https://doi.org/10.1177/17427150221085134","url":null,"abstract":"Communities need inclusive leadership that embraces adaptive change to address complex social problems. Implementing such a leadership has proven elusive, calling into question how people understand community leadership. Through interpretive analysis of autobiographical narratives, we identified three orientations toward community leadership, which we label traditional, liberal, and hybrid. Each suggests a different logic of community, power, and the will to leadership. We argue the hybrid perspective is most in keeping with inclusive and adaptive approaches and suggest ways community leadership educators might promote it.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"314 1","pages":"520 - 538"},"PeriodicalIF":0.0,"publicationDate":"2022-04-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73958622","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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