Pub Date : 2022-04-01DOI: 10.1177/17427150221092205
Conference theme: Our world is beset by serious problems and challenges – climate change, the developing technological revolution at work, growing social inequality, sustainability, racism, violence against women and more. Populist leadership has soared in many countries, including the and India. Meanwhile, the recent Covid pandemic underscored the fragility of
{"title":"Leadership and the future of humanity The 20th International Studying Leadership Conference 11th-13th December 2022 Call for Papers","authors":"","doi":"10.1177/17427150221092205","DOIUrl":"https://doi.org/10.1177/17427150221092205","url":null,"abstract":"Conference theme: Our world is beset by serious problems and challenges – climate change, the developing technological revolution at work, growing social inequality, sustainability, racism, violence against women and more. Populist leadership has soared in many countries, including the and India. Meanwhile, the recent Covid pandemic underscored the fragility of","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"85 1","pages":"332 - 334"},"PeriodicalIF":0.0,"publicationDate":"2022-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83895531","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 : 2022-03-14DOI: 10.1177/17427150221078442
M. Sang, Oren Golan
Top-leaders continuously struggle to cultivate their image and duly face a challenge in fulfilling their role: establishing authority among their senior followers, while maintaining productive social distance to enhance charismatic appeal. Considering this challenge, rather than focusing on leader–follower relationship, this study critically spotlights the workings of top-leader assistants, referred to as squires (Weber & Moore, 2014). Accordingly, we inquire how squires construct the charisma of top-leaders within a bureaucratic setting. Through an extensive ethnographic study in Israeli military headquarters, alongside 28 semi-structured interviews with Generals, staff officers, and personal assistants of Generals, we identified two primary strategies by which squires enhance their top-leader’s charismatic appeal: daily aggrandizing rituals and wrapping. Daily rituals that occur in meetings and visitations enhance the leader’s aura as the embodiment of authority. Wrapping is diverse acts in which squires broker the leaders’ environment and access to subalterns, thus allowing leaders to focus on their primary agenda, while elevating their perceived status. These strategies allow dyadic performance of top-leaders and squires. They intricately utilize formal and informal interactions to sustain effective distance from followers, to foster disciplined selves among senior followers. Implications of the findings regarding the role of squires as power brokers and their equivalent roles in contemporary organizations are discussed, alongside implications regarding leadership and bureaucracy research.
{"title":"Bureaucratic squires: A critical analysis of the construction of charismatic top-leaders","authors":"M. Sang, Oren Golan","doi":"10.1177/17427150221078442","DOIUrl":"https://doi.org/10.1177/17427150221078442","url":null,"abstract":"Top-leaders continuously struggle to cultivate their image and duly face a challenge in fulfilling their role: establishing authority among their senior followers, while maintaining productive social distance to enhance charismatic appeal. Considering this challenge, rather than focusing on leader–follower relationship, this study critically spotlights the workings of top-leader assistants, referred to as squires (Weber & Moore, 2014). Accordingly, we inquire how squires construct the charisma of top-leaders within a bureaucratic setting. Through an extensive ethnographic study in Israeli military headquarters, alongside 28 semi-structured interviews with Generals, staff officers, and personal assistants of Generals, we identified two primary strategies by which squires enhance their top-leader’s charismatic appeal: daily aggrandizing rituals and wrapping. Daily rituals that occur in meetings and visitations enhance the leader’s aura as the embodiment of authority. Wrapping is diverse acts in which squires broker the leaders’ environment and access to subalterns, thus allowing leaders to focus on their primary agenda, while elevating their perceived status. These strategies allow dyadic performance of top-leaders and squires. They intricately utilize formal and informal interactions to sustain effective distance from followers, to foster disciplined selves among senior followers. Implications of the findings regarding the role of squires as power brokers and their equivalent roles in contemporary organizations are discussed, alongside implications regarding leadership and bureaucracy research.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"22 1","pages":"427 - 445"},"PeriodicalIF":0.0,"publicationDate":"2022-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86335221","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 : 2022-03-10DOI: 10.1177/17427150211064397
J. Amernic, R. Craig
We explore the language used by the CEO of Wells Fargo, Timothy Sloan, to sustain claims that Wells Fargo and its staff would behave in an ethically appropriate way in the future. We focus on Sloan’s opening written statement to the Committee on Banking, Housing and Urban Affairs of the United States Senate on 3 October 2017. This statement was intended to salvage Wells Fargo’s reputation after it had been savaged by widespread allegations of unethical conduct. Sloan sought to display ethical leadership by drawing the senators’ and other stakeholders’ attention to an (alleged) epiphany in the managerial mindset of the company. This paper contributes by proposing three desirable hallmarks by which to analyze claims of ethical leadership: balanced framing, principled use of ideology and metaphor, and justified rhetoric. These hallmarks are then explored to assess the ethical leadership discourse in Sloan’s statement. The paper demonstrates that analysis of the micro discourse of a CEO can reveal lack of a sound appreciation of the human complexity of a large organization, superficial assumptions of leadership and followership, and cloud the location of agency for ethical lapses. We conclude that the written statement submitted to the senate committee by CEO Sloan was unconvincing in enlisting belief that Wells Fargo would ‘return to ethical conduct’.
{"title":"Evaluating assertions by a Wells Fargo CEO of a ‘return to ethical conduct’","authors":"J. Amernic, R. Craig","doi":"10.1177/17427150211064397","DOIUrl":"https://doi.org/10.1177/17427150211064397","url":null,"abstract":"We explore the language used by the CEO of Wells Fargo, Timothy Sloan, to sustain claims that Wells Fargo and its staff would behave in an ethically appropriate way in the future. We focus on Sloan’s opening written statement to the Committee on Banking, Housing and Urban Affairs of the United States Senate on 3 October 2017. This statement was intended to salvage Wells Fargo’s reputation after it had been savaged by widespread allegations of unethical conduct. Sloan sought to display ethical leadership by drawing the senators’ and other stakeholders’ attention to an (alleged) epiphany in the managerial mindset of the company. This paper contributes by proposing three desirable hallmarks by which to analyze claims of ethical leadership: balanced framing, principled use of ideology and metaphor, and justified rhetoric. These hallmarks are then explored to assess the ethical leadership discourse in Sloan’s statement. The paper demonstrates that analysis of the micro discourse of a CEO can reveal lack of a sound appreciation of the human complexity of a large organization, superficial assumptions of leadership and followership, and cloud the location of agency for ethical lapses. We conclude that the written statement submitted to the senate committee by CEO Sloan was unconvincing in enlisting belief that Wells Fargo would ‘return to ethical conduct’.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"42 1","pages":"400 - 426"},"PeriodicalIF":0.0,"publicationDate":"2022-03-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86620097","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 : 2022-02-01DOI: 10.1177/17427150221083498
N. Sutherland, R. Bolden, G. Edwards, Doris Schedlitzki
{"title":"Putting leadership in its place: Introduction to the special issue","authors":"N. Sutherland, R. Bolden, G. Edwards, Doris Schedlitzki","doi":"10.1177/17427150221083498","DOIUrl":"https://doi.org/10.1177/17427150221083498","url":null,"abstract":"","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"19 1","pages":"3 - 12"},"PeriodicalIF":0.0,"publicationDate":"2022-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90468230","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 : 2022-01-31DOI: 10.1177/17427150211066442
D. Ladkin, Cherie Bridges Patrick
Leadership theorizing is largely constructed from a positional vacuum, as if leadership looks and works identically across contexts, and as if those who theorize about leadership are not themselves subject to biases based on their own gendered, racial, class, sexual, and national identities. This article challenges the assumed neutrality of leadership theorizing by analyzing one of the most utilized and researched leadership theories, Bernard Bass’ “Transformational Leadership Theory” (TLT) through the lens of Critical Race Theory. Understanding that the language through which transformational leadership is conveyed is indicative of its underpinning assumptions, the tools of critical discourse analysis are employed to identify the normativity of whiteness operating within this theory. The analysis reveals how normalization, solipsism, ontological expansiveness, and the creation of “abject others”—followers—infuse the theory. Through its deconstruction of TLT, the article calls for deeper interrogation of leadership theories whose unquestioned assumptions harm not only leaders and followers identified as Black, Indigenous, or People of Color, but White leaders and followers as well.
{"title":"Whiteness in leadership theorizing: A critical analysis of race in Bass’ transformational leadership theory","authors":"D. Ladkin, Cherie Bridges Patrick","doi":"10.1177/17427150211066442","DOIUrl":"https://doi.org/10.1177/17427150211066442","url":null,"abstract":"Leadership theorizing is largely constructed from a positional vacuum, as if leadership looks and works identically across contexts, and as if those who theorize about leadership are not themselves subject to biases based on their own gendered, racial, class, sexual, and national identities. This article challenges the assumed neutrality of leadership theorizing by analyzing one of the most utilized and researched leadership theories, Bernard Bass’ “Transformational Leadership Theory” (TLT) through the lens of Critical Race Theory. Understanding that the language through which transformational leadership is conveyed is indicative of its underpinning assumptions, the tools of critical discourse analysis are employed to identify the normativity of whiteness operating within this theory. The analysis reveals how normalization, solipsism, ontological expansiveness, and the creation of “abject others”—followers—infuse the theory. Through its deconstruction of TLT, the article calls for deeper interrogation of leadership theories whose unquestioned assumptions harm not only leaders and followers identified as Black, Indigenous, or People of Color, but White leaders and followers as well.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"48 1","pages":"205 - 223"},"PeriodicalIF":0.0,"publicationDate":"2022-01-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87989812","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 : 2022-01-12DOI: 10.1177/17427150211063382
Selen Kars-Unluoglu, C. Jarvis, H. Gaggiotti
Characterising COVID-19 pandemic as a ‘state of exception’, we might expect great hero models of leadership to come to the fore. Instead, drawing on a thematic analysis of 246 news articles, this paper illustrates something different: communities, companies, individuals picked-up the leadership mantle but were reluctant to frame their practices under a leadership rhetoric. The paper explores spontaneous initiatives and leaderly actions that were made visible during the pandemic and proposes practice-based implications for redrawing leadership conceptualisations. These practices, coined as unleading, are characterised under four dimensions: unconditionality and social intention; purposeful action in the absence of an achievement motivation; sensing and attending to local conditions; and confident connecting and collaborating. The analysis and discussion of the four dimensions affirm that while leading and unleading are always present when organising, they are more or less visible and practiced depending on organisational, social and individual circumstances. The paper concludes by surfacing questions and reflections for the future of unleading and implications for leadership theorising and practice.
{"title":"Unleading during a pandemic: Scrutinising leadership and its impact in a state of exception","authors":"Selen Kars-Unluoglu, C. Jarvis, H. Gaggiotti","doi":"10.1177/17427150211063382","DOIUrl":"https://doi.org/10.1177/17427150211063382","url":null,"abstract":"Characterising COVID-19 pandemic as a ‘state of exception’, we might expect great hero models of leadership to come to the fore. Instead, drawing on a thematic analysis of 246 news articles, this paper illustrates something different: communities, companies, individuals picked-up the leadership mantle but were reluctant to frame their practices under a leadership rhetoric. The paper explores spontaneous initiatives and leaderly actions that were made visible during the pandemic and proposes practice-based implications for redrawing leadership conceptualisations. These practices, coined as unleading, are characterised under four dimensions: unconditionality and social intention; purposeful action in the absence of an achievement motivation; sensing and attending to local conditions; and confident connecting and collaborating. The analysis and discussion of the four dimensions affirm that while leading and unleading are always present when organising, they are more or less visible and practiced depending on organisational, social and individual circumstances. The paper concludes by surfacing questions and reflections for the future of unleading and implications for leadership theorising and practice.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"15 1","pages":"277 - 297"},"PeriodicalIF":0.0,"publicationDate":"2022-01-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89363939","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 : 2021-12-28DOI: 10.1177/17427150211063381
Annemette Kjærgaard, F. Meier
Where does leadership development turn if its heroic ideals are no longer tenable? This study takes leadership practice, not the classroom, as its point of departure. Leadership studies have demonstrated the romance in leadership theory of an individual, stable, and coherent leadership figure, even if this figure does not connect to actual practices. In other streams of research, practice increasingly appears to be a resource for less presumptuous theorizing about leadership. These more situationally sensitive approaches call for equivalent leadership development practices, and extant literature in particular has escaped the confines of the executive management classroom to only a limited extent. While experiential learning has proved an efficient means of instigating and harvesting in-classroom experiences for subsequent reflection and learning, translating these experiences into (later) leadership practice has proved problematic. The mundanity of practice rarely corresponds to the theoretical exposés emanating from classrooms. Using a leadership development program (LDP) as our case, we explore accounts from managers carrying out in-practice experiments and analyze these processes in light of Dewey’s notion of experimentalism. Identifying a series of attributes associated with the experimental intervention, we illuminate some future avenues for situated leadership development as well as offer considerations for leadership development practice.
{"title":"Trying out loud: Leadership development as experimentalism","authors":"Annemette Kjærgaard, F. Meier","doi":"10.1177/17427150211063381","DOIUrl":"https://doi.org/10.1177/17427150211063381","url":null,"abstract":"Where does leadership development turn if its heroic ideals are no longer tenable? This study takes leadership practice, not the classroom, as its point of departure. Leadership studies have demonstrated the romance in leadership theory of an individual, stable, and coherent leadership figure, even if this figure does not connect to actual practices. In other streams of research, practice increasingly appears to be a resource for less presumptuous theorizing about leadership. These more situationally sensitive approaches call for equivalent leadership development practices, and extant literature in particular has escaped the confines of the executive management classroom to only a limited extent. While experiential learning has proved an efficient means of instigating and harvesting in-classroom experiences for subsequent reflection and learning, translating these experiences into (later) leadership practice has proved problematic. The mundanity of practice rarely corresponds to the theoretical exposés emanating from classrooms. Using a leadership development program (LDP) as our case, we explore accounts from managers carrying out in-practice experiments and analyze these processes in light of Dewey’s notion of experimentalism. Identifying a series of attributes associated with the experimental intervention, we illuminate some future avenues for situated leadership development as well as offer considerations for leadership development practice.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"2013 1","pages":"383 - 399"},"PeriodicalIF":0.0,"publicationDate":"2021-12-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86451054","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 : 2021-12-27DOI: 10.1177/17427150211063675
Edward Gosling
Leadership is fundamentally a social phenomenon, and a leader’s legitimacy in personal and social terms is determined partly by how effectively they incorporate the prototypical leader identity. Using the historical British officers’ mess as a case study, this article presents a conceptual examination of the function place can perform in the construction of collective leader identities and the interconnected influence shared history, materiality and social interaction can have in encouraging inclusivity in leadership. Leadership identity is an integral feature of military life which has historically drawn on complex cultural and legal traditions to underwrite the individual’s right to command. This article will argue that social places such as the officers’ mess have been utilised as a means of cultivating cohesion in the past and that they may have an application in furthering inclusive collective leader identities in the future.
{"title":"The role of the officers’ mess in inclusive military leader social identity construction","authors":"Edward Gosling","doi":"10.1177/17427150211063675","DOIUrl":"https://doi.org/10.1177/17427150211063675","url":null,"abstract":"Leadership is fundamentally a social phenomenon, and a leader’s legitimacy in personal and social terms is determined partly by how effectively they incorporate the prototypical leader identity. Using the historical British officers’ mess as a case study, this article presents a conceptual examination of the function place can perform in the construction of collective leader identities and the interconnected influence shared history, materiality and social interaction can have in encouraging inclusivity in leadership. Leadership identity is an integral feature of military life which has historically drawn on complex cultural and legal traditions to underwrite the individual’s right to command. This article will argue that social places such as the officers’ mess have been utilised as a means of cultivating cohesion in the past and that they may have an application in furthering inclusive collective leader identities in the future.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"52 2","pages":"40 - 60"},"PeriodicalIF":0.0,"publicationDate":"2021-12-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72442044","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 : 2021-12-18DOI: 10.1177/17427150211055291
A. Simpson, A. Rego, M. Berti, S. Clegg, Miguel Pina e Cunha
During times of suffering such as that inflicted by the COVID-19 pandemic, compassion expressed by leaders helps to ease distress. Doing so, those in a position to provide resources that might facilitate coping and recovery are attentive to the situations of distress. Despite an abundance of leadership theorizing and models, there still is little academic literature on compassionate leadership. To address this limitation, we present an exploratory case study of New Zealand Prime Minister Jacinda Ardern, someone widely recognized for her compassionate leadership and frequently described in paradoxical terms (e.g. ‘kind and strong’; embodying ‘steel and compassion’). We address her compassionate leadership through the lenses of paradox theory, legitimacy theory and conservation of resources theory. We contribute a heuristic framework that sees various types of legitimacy leveraged synergistically to build resources and alleviate suffering – providing further legitimacy in an upward spiral of compassionate leadership.
{"title":"Theorizing compassionate leadership from the case of Jacinda Ardern: Legitimacy, paradox and resource conservation","authors":"A. Simpson, A. Rego, M. Berti, S. Clegg, Miguel Pina e Cunha","doi":"10.1177/17427150211055291","DOIUrl":"https://doi.org/10.1177/17427150211055291","url":null,"abstract":"During times of suffering such as that inflicted by the COVID-19 pandemic, compassion expressed by leaders helps to ease distress. Doing so, those in a position to provide resources that might facilitate coping and recovery are attentive to the situations of distress. Despite an abundance of leadership theorizing and models, there still is little academic literature on compassionate leadership. To address this limitation, we present an exploratory case study of New Zealand Prime Minister Jacinda Ardern, someone widely recognized for her compassionate leadership and frequently described in paradoxical terms (e.g. ‘kind and strong’; embodying ‘steel and compassion’). We address her compassionate leadership through the lenses of paradox theory, legitimacy theory and conservation of resources theory. We contribute a heuristic framework that sees various types of legitimacy leveraged synergistically to build resources and alleviate suffering – providing further legitimacy in an upward spiral of compassionate leadership.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"9 1","pages":"337 - 358"},"PeriodicalIF":0.0,"publicationDate":"2021-12-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72473651","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 : 2021-12-17DOI: 10.1177/17427150211056738
Julie A Wilson, A. Cunliffe
Our contribution lies in extending theorizing on relationship quality, by illustrating how the interwoven relationships between a leader and ‘follower’ may support or disrupt relationship development over time. Based on a study of leaders and organizational members in high-tech start-up firms, we provide concurrently a broader, more in-depth understanding, and therefore a more detailed and nuanced view, of how relationship quality develops or is disrupted. In particular, we highlight the importance of trust, exploring the under-researched topic of how differing interpretations of trust by leaders and organizational members can impact leaps of faith, acceptance, short-term or longer-term relationship quality. The findings address critiques of Leader Member Exchange (LMX) theory as the dominant explanatory construct for relationship quality, and highlight the need for longitudinal qualitative studies to explore the meanings both leaders and individual members of their organization give to their relationship over time.
{"title":"The development and disruption of relationships between leaders and organizational members and the importance of trust","authors":"Julie A Wilson, A. Cunliffe","doi":"10.1177/17427150211056738","DOIUrl":"https://doi.org/10.1177/17427150211056738","url":null,"abstract":"Our contribution lies in extending theorizing on relationship quality, by illustrating how the interwoven relationships between a leader and ‘follower’ may support or disrupt relationship development over time. Based on a study of leaders and organizational members in high-tech start-up firms, we provide concurrently a broader, more in-depth understanding, and therefore a more detailed and nuanced view, of how relationship quality develops or is disrupted. In particular, we highlight the importance of trust, exploring the under-researched topic of how differing interpretations of trust by leaders and organizational members can impact leaps of faith, acceptance, short-term or longer-term relationship quality. The findings address critiques of Leader Member Exchange (LMX) theory as the dominant explanatory construct for relationship quality, and highlight the need for longitudinal qualitative studies to explore the meanings both leaders and individual members of their organization give to their relationship over time.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"5 1","pages":"359 - 382"},"PeriodicalIF":0.0,"publicationDate":"2021-12-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84455566","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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