Pub Date : 2021-08-01DOI: 10.1177/17427150211000153
M. Iszatt‐White, Brigid Carroll, Rita A. Gardiner, S. Kempster
Authentic Leadership (AL) has been claimed as the ‘root construct’ (Avolio and Gardner, 2005) for other forms of ‘aspirational’ leadership with underpinnings in positive psychology. It has also been explicitly positioned as a response to the ‘ethical corporate meltdown’ (May et al., 2003: 247) said to have resulted from previous forms of leadership. Yet it has struggled to live up to its acknowledged functionalist and instrumentalist aims. At the same time, AL has proved resistant to important philosophical challenges seeking to problematize the nature of the ‘true self’ and draw attention to the complexities of enacting authenticity in the daily practice of leadership. These ambitious claims and unaddressed issues are at the heart of this special issue’s enquiry as to whether AL is fit for purpose as a driver of leadership theory and practice in the current world order, and its call for more critical attention to be paid to the notion of authenticity in leadership. The contributions to this special issue blend traditional, empirical papers with invited ‘Leading Questions’ thought pieces to offer a fundamental interrogation of authenticity at the same time as achieving a balance of perspectives.
在积极心理学的基础上，真实领导(AL)被认为是其他形式的“抱负”领导的“根结构”(Avolio and Gardner, 2005)。它也被明确定位为对“道德企业崩溃”(May et al.， 2003: 247)的回应，据说这是由以前的领导形式造成的。然而，它一直在努力实现其公认的功能主义和工具主义目标。与此同时，人工智能已经被证明能够抵抗重要的哲学挑战，这些挑战试图将“真实自我”的本质问题化，并引起人们对在日常领导实践中制定真实性的复杂性的关注。这些雄心勃勃的主张和未解决的问题是本期特刊探讨的核心，即人工智能是否适合作为当前世界秩序中领导力理论和实践的驱动力，并呼吁对领导力真实性的概念给予更多的批判性关注。本期特刊的贡献融合了传统的实证论文和受邀的“主要问题”思想片段，在实现观点平衡的同时，提供了对真实性的基本质疑。
{"title":"Leadership Special Issue: Do we need Authentic Leadership? Interrogating authenticity in a new world order","authors":"M. Iszatt‐White, Brigid Carroll, Rita A. Gardiner, S. Kempster","doi":"10.1177/17427150211000153","DOIUrl":"https://doi.org/10.1177/17427150211000153","url":null,"abstract":"Authentic Leadership (AL) has been claimed as the ‘root construct’ (Avolio and Gardner, 2005) for other forms of ‘aspirational’ leadership with underpinnings in positive psychology. It has also been explicitly positioned as a response to the ‘ethical corporate meltdown’ (May et al., 2003: 247) said to have resulted from previous forms of leadership. Yet it has struggled to live up to its acknowledged functionalist and instrumentalist aims. At the same time, AL has proved resistant to important philosophical challenges seeking to problematize the nature of the ‘true self’ and draw attention to the complexities of enacting authenticity in the daily practice of leadership. These ambitious claims and unaddressed issues are at the heart of this special issue’s enquiry as to whether AL is fit for purpose as a driver of leadership theory and practice in the current world order, and its call for more critical attention to be paid to the notion of authenticity in leadership. The contributions to this special issue blend traditional, empirical papers with invited ‘Leading Questions’ thought pieces to offer a fundamental interrogation of authenticity at the same time as achieving a balance of perspectives.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"52 1","pages":"389 - 394"},"PeriodicalIF":0.0,"publicationDate":"2021-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83975855","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 : 2021-07-02DOI: 10.1177/17427150211029820
Jing Wu, Y. Otsuka
A nine-item measure is constructed to assess leadership competence in climate change in adolescents. Reliability and validity are statistically verified via Cronbach’s alpha, Kaiser–Meyer–Olkin and Bartlett’s test, and exploratory and confirmatory factor analyses, based on data of 624 students from Shanghai. The measure reflects internal consistency, factorial structure, and validity with Cronbach’s reliability coefficient of 0.84 on the whole. Test of measurement invariance indicates the measure’s sufficient stability with both calibration and validation samples. To represent its utility, this measure has been successfully applied to an empirical test. The results reveal differences between the genders, with female students’ leadership competence in climate change significantly higher than the males; positive associations between leadership competence in climate change, self-reported pro-climate behavior, and certain life experience have also been found, confirming our theoretical hypotheses. To conclude, the measure proves to be an empirically valid instrument that could help climate change educators measure leadership competence in climate change in adolescents through teaching and learning and hopefully cultivate more youth leadership in the context of climate change. Recommendations for application and future research are discussed.
{"title":"Adaptation of leadership competence to climate change education: Conceptual foundations, validation, and applications of a new measure","authors":"Jing Wu, Y. Otsuka","doi":"10.1177/17427150211029820","DOIUrl":"https://doi.org/10.1177/17427150211029820","url":null,"abstract":"A nine-item measure is constructed to assess leadership competence in climate change in adolescents. Reliability and validity are statistically verified via Cronbach’s alpha, Kaiser–Meyer–Olkin and Bartlett’s test, and exploratory and confirmatory factor analyses, based on data of 624 students from Shanghai. The measure reflects internal consistency, factorial structure, and validity with Cronbach’s reliability coefficient of 0.84 on the whole. Test of measurement invariance indicates the measure’s sufficient stability with both calibration and validation samples. To represent its utility, this measure has been successfully applied to an empirical test. The results reveal differences between the genders, with female students’ leadership competence in climate change significantly higher than the males; positive associations between leadership competence in climate change, self-reported pro-climate behavior, and certain life experience have also been found, confirming our theoretical hypotheses. To conclude, the measure proves to be an empirically valid instrument that could help climate change educators measure leadership competence in climate change in adolescents through teaching and learning and hopefully cultivate more youth leadership in the context of climate change. Recommendations for application and future research are discussed.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"29 1","pages":"247 - 265"},"PeriodicalIF":0.0,"publicationDate":"2021-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89420095","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 : 2021-06-30DOI: 10.1177/17427150211028122
R. Hambleton, D. Sweeting, Thomas Oliver
This article aims to enhance understanding of the role of place in urban leadership by examining the way leadership changed significantly following the introduction of mayoral governance into a UK city. In 2012, 10 cities in England held referendums to decide whether to introduce a directly elected mayor model of leadership. Bristol was the only city to vote in favour of this radical change, and the Bristol Civic Leadership Project, set up before the first mayor was elected in November 2012, was designed to discover what differences the directly elected mayor model might make to the leadership and governance of a city. This article addresses two important questions: (1) Does the institutional design of local governance in a place influence leadership effectiveness? (2) How, if at all, do the leadership styles of the individual elected as mayor affect the quality of place-based governance? The article identifies three main reasons why place is important in public policy – expression of identity, strengthening democracy and enhancing governmental effectiveness – and considers how the leadership innovations in Bristol engage with these three dimensions of place. As well as presenting evidence documenting how bold civic leadership has transformed the governance of a particular British city, the article contributes to leadership studies by exploring the relationships between place, power and leadership.
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Pub Date : 2021-06-25DOI: 10.1177/17427150211030412
Diansha Wang
can resolve the issue of bad leadership, or only helps to hide it. One could dare an even more provocative question: Even if “good leadership” is possible, is it necessary? While in politics leaders seem unavoidable, it is doubtful if professionalized organizations – common even in the third sector – need them. Guides may be needed in an unknown terrain, and managers to create infrastructures aiding professionals’ work, but professionals are supposed to be led by the values of their professions, are they not? Leadership as a form of control becomes less and less important, as there are very few opportunities in contemporary societies for direct supervision. Control at a distance has become crucial; corporations spread their branches all over the globe; people telecommute, and work from home. It seems that formal leaders are increasingly responsible for marketing – of their companies, public agencies or states. Perhaps “good leadership” in present times is limited to a task of representation. The debate should continue, but there is no doubt that bad leadership must be opposed, and that organization scholars can play an important role in such opposition.
{"title":"Book Review: Exploring Distance in Leader–Follower Relationships: When Near is Far and Far is Near","authors":"Diansha Wang","doi":"10.1177/17427150211030412","DOIUrl":"https://doi.org/10.1177/17427150211030412","url":null,"abstract":"can resolve the issue of bad leadership, or only helps to hide it. One could dare an even more provocative question: Even if “good leadership” is possible, is it necessary? While in politics leaders seem unavoidable, it is doubtful if professionalized organizations – common even in the third sector – need them. Guides may be needed in an unknown terrain, and managers to create infrastructures aiding professionals’ work, but professionals are supposed to be led by the values of their professions, are they not? Leadership as a form of control becomes less and less important, as there are very few opportunities in contemporary societies for direct supervision. Control at a distance has become crucial; corporations spread their branches all over the globe; people telecommute, and work from home. It seems that formal leaders are increasingly responsible for marketing – of their companies, public agencies or states. Perhaps “good leadership” in present times is limited to a task of representation. The debate should continue, but there is no doubt that bad leadership must be opposed, and that organization scholars can play an important role in such opposition.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"14 1","pages":"755 - 760"},"PeriodicalIF":0.0,"publicationDate":"2021-06-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87042639","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 : 2021-06-25DOI: 10.1177/17427150211030134
Shezadi Khushal
Women and Leadership: Real Lives, Real Lessons is an urgent call to action, af fi rming that de-veloping women in leadership is a moral imperative. This 12 chapter book examines the lives and experiences of prominent woman leaders from Chile, Liberia, Malawi, New Zealand, Norway, United Kingdom and the United States. Through asking thought-provoking questions such as: Why is leadership gendered? How can we help women leaders put theirexperiences in a broader context? How hard is it for a woman to become a leader when she is battling subliminal male stereotypes of leadership ? the book addresses the structural barriers and obstacles (including conscious and unconscious biases) hindering women in leadership. The book also emphasizes new and emerging barriers associated with the glass labyrinth, the glass ceiling and the glass cliff. Finally, it offers practical steps and solutions toward achieving gender equality in leadership.
{"title":"Book Review: Women and Leadership: Real Lives, Real Lessons","authors":"Shezadi Khushal","doi":"10.1177/17427150211030134","DOIUrl":"https://doi.org/10.1177/17427150211030134","url":null,"abstract":"Women and Leadership: Real Lives, Real Lessons is an urgent call to action, af fi rming that de-veloping women in leadership is a moral imperative. This 12 chapter book examines the lives and experiences of prominent woman leaders from Chile, Liberia, Malawi, New Zealand, Norway, United Kingdom and the United States. Through asking thought-provoking questions such as: Why is leadership gendered? How can we help women leaders put theirexperiences in a broader context? How hard is it for a woman to become a leader when she is battling subliminal male stereotypes of leadership ? the book addresses the structural barriers and obstacles (including conscious and unconscious biases) hindering women in leadership. The book also emphasizes new and emerging barriers associated with the glass labyrinth, the glass ceiling and the glass cliff. Finally, it offers practical steps and solutions toward achieving gender equality in leadership.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"10 1","pages":"465 - 468"},"PeriodicalIF":0.0,"publicationDate":"2021-06-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74293034","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 : 2021-06-20DOI: 10.1177/17427150211026431
Owain Smolović Jones, G. Briley, Jamie Woodcock
The literature on leadership place and space offers us an understanding of how the built environment, geography of location and socio-economic forces can coalesce to shape (and be shaped) by leadership practices. Missing thus far, however, is an account that constitutes leadership space and place through antagonism and struggle, crucial if we are to acknowledge the agency of workers in leadership practice. We therefore outline a workers inquiry approach that seeks to learn directly from the struggles of workers as they enact place and space through their particular, geographically situated practices. We do so through reading leadership studies, Marxist accounts of space and place, and workers’ inquiries dialectically to draw out two practices that can offer a framework for both understanding the contribution of workers inquiry approaches to leadership but also to inform future studies. Our first practice of exposing is the drawing to the surface by workers inquiry of the oppressiveness, contradictions and absurdities of leadership discourse and practices of capital as they shape the places and spaces within which workers are exploited. Re-placing, on the other hand, offers workers’ movements potentially emancipatory alternative forms of leadership, which re-shape and re-appropriate place and space.
{"title":"Exposing and re-placing leadership through workers inquiry","authors":"Owain Smolović Jones, G. Briley, Jamie Woodcock","doi":"10.1177/17427150211026431","DOIUrl":"https://doi.org/10.1177/17427150211026431","url":null,"abstract":"The literature on leadership place and space offers us an understanding of how the built environment, geography of location and socio-economic forces can coalesce to shape (and be shaped) by leadership practices. Missing thus far, however, is an account that constitutes leadership space and place through antagonism and struggle, crucial if we are to acknowledge the agency of workers in leadership practice. We therefore outline a workers inquiry approach that seeks to learn directly from the struggles of workers as they enact place and space through their particular, geographically situated practices. We do so through reading leadership studies, Marxist accounts of space and place, and workers’ inquiries dialectically to draw out two practices that can offer a framework for both understanding the contribution of workers inquiry approaches to leadership but also to inform future studies. Our first practice of exposing is the drawing to the surface by workers inquiry of the oppressiveness, contradictions and absurdities of leadership discourse and practices of capital as they shape the places and spaces within which workers are exploited. Re-placing, on the other hand, offers workers’ movements potentially emancipatory alternative forms of leadership, which re-shape and re-appropriate place and space.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"32 1","pages":"61 - 80"},"PeriodicalIF":0.0,"publicationDate":"2021-06-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75341899","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 : 2021-06-17DOI: 10.1177/17427150211026419
Theano Lianidou
Demographically diverse leader-member relationships are predominantly studied based on similarity-attraction theory. However, empirical research examining the effect of similarity and dissimilarity on leader-member exchange (LMX) quality has resulted in inconsistent findings. I propose a new theoretical model which suggests that the LMX quality of demographically diverse leader-member dyads is affected by informal and formal status and power inequalities. My propositions, which lead to different outcomes than those of similarity-attraction theory, draw primarily upon social dominance theory and show how inequalities in demographic status and power and in positional status and power intertwine to affect LMX quality. Theoretical contributions and future research opportunities are discussed.
{"title":"The role of status and power inequalities in leader-member exchange","authors":"Theano Lianidou","doi":"10.1177/17427150211026419","DOIUrl":"https://doi.org/10.1177/17427150211026419","url":null,"abstract":"Demographically diverse leader-member relationships are predominantly studied based on similarity-attraction theory. However, empirical research examining the effect of similarity and dissimilarity on leader-member exchange (LMX) quality has resulted in inconsistent findings. I propose a new theoretical model which suggests that the LMX quality of demographically diverse leader-member dyads is affected by informal and formal status and power inequalities. My propositions, which lead to different outcomes than those of similarity-attraction theory, draw primarily upon social dominance theory and show how inequalities in demographic status and power and in positional status and power intertwine to affect LMX quality. Theoretical contributions and future research opportunities are discussed.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"20 1","pages":"654 - 673"},"PeriodicalIF":0.0,"publicationDate":"2021-06-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83291257","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 : 2021-06-13DOI: 10.1177/1742715021993641
D. Knights
It can be argued that a humanistic enlightenment approach to leadership emerged as a counter to the historical prevalence of totalitarian elitism where leaders were often autocratic and authoritarian, demanding obedience through command and control. Although beginning with the ancient Greeks, this kind of leadership has continued through classical periods from early medieval times up until the industrial revolution, and also into our modern era. Since the 18th century, philosophies of enlightened humanism have been the face of leadership thinking if not always what might be seen as its embodied practice. Beneath the surface, there lurks a controlling and demanding imposition of self-discipline that can be seen as equally if not more, repressive than the elitism it replaces. This article is concerned to challenge such repression by developing a neo-humanist enlightenment approach to leadership and its development. It departs from those studies that reflect and thereby reproduce individualized preoccupations with, and attachments to, identity on the part of leaders and the so-called followers. The focus, instead, is on an embodied leadership that encourages an ethical engagement with the community, institutions, organizations, and society.
{"title":"Challenging humanist leadership: Toward an embodied, ethical, and effective neo-humanist, enlightenment approach","authors":"D. Knights","doi":"10.1177/1742715021993641","DOIUrl":"https://doi.org/10.1177/1742715021993641","url":null,"abstract":"It can be argued that a humanistic enlightenment approach to leadership emerged as a counter to the historical prevalence of totalitarian elitism where leaders were often autocratic and authoritarian, demanding obedience through command and control. Although beginning with the ancient Greeks, this kind of leadership has continued through classical periods from early medieval times up until the industrial revolution, and also into our modern era. Since the 18th century, philosophies of enlightened humanism have been the face of leadership thinking if not always what might be seen as its embodied practice. Beneath the surface, there lurks a controlling and demanding imposition of self-discipline that can be seen as equally if not more, repressive than the elitism it replaces. This article is concerned to challenge such repression by developing a neo-humanist enlightenment approach to leadership and its development. It departs from those studies that reflect and thereby reproduce individualized preoccupations with, and attachments to, identity on the part of leaders and the so-called followers. The focus, instead, is on an embodied leadership that encourages an ethical engagement with the community, institutions, organizations, and society.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"42 1","pages":"674 - 692"},"PeriodicalIF":0.0,"publicationDate":"2021-06-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73814021","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 : 2021-06-10DOI: 10.1177/17427150211024038
Dara Kelly, Amber Nicholson
This article introduces the notion of ancestral leadership that emerges from intergenerational wisdom at the intersection of people, place and ancestral knowledge. Place is a key component of collective continuity in ancestral leadership that reinforces identity, belonging and intergenerational reciprocity. The findings show that places carry leadership legacies and require ongoing maintenance to ensure genealogies of leadership are available to future generations. Engagement with ancestral leadership and its practical application is not bound to tribal and cultural contexts. By knowing the place of someone’s ancestors as a lens into their leadership, one sees structures of accountability that extends beyond culturally bound contexts, and includes their leadership expressed in professional environments. The authors contribute to leadership theory by illuminating how ancestral legacies of leadership continue to inform contemporary generations of leadership and is transmitted intergenerationally within frameworks of genealogy.
{"title":"Ancestral leadership: Place-based intergenerational leadership","authors":"Dara Kelly, Amber Nicholson","doi":"10.1177/17427150211024038","DOIUrl":"https://doi.org/10.1177/17427150211024038","url":null,"abstract":"This article introduces the notion of ancestral leadership that emerges from intergenerational wisdom at the intersection of people, place and ancestral knowledge. Place is a key component of collective continuity in ancestral leadership that reinforces identity, belonging and intergenerational reciprocity. The findings show that places carry leadership legacies and require ongoing maintenance to ensure genealogies of leadership are available to future generations. Engagement with ancestral leadership and its practical application is not bound to tribal and cultural contexts. By knowing the place of someone’s ancestors as a lens into their leadership, one sees structures of accountability that extends beyond culturally bound contexts, and includes their leadership expressed in professional environments. The authors contribute to leadership theory by illuminating how ancestral legacies of leadership continue to inform contemporary generations of leadership and is transmitted intergenerationally within frameworks of genealogy.","PeriodicalId":92094,"journal":{"name":"Leadership (London)","volume":"3 1","pages":"140 - 161"},"PeriodicalIF":0.0,"publicationDate":"2021-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76937745","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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