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- Alvesson, Mats, et al.
(author)
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Leadership and its alternatives
- 2023. - 2
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In: The SAGE Handbook of Leadership. - 9781529769067 - 9781529785852 ; , s. 459-470
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Book chapter (peer-reviewed)
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| 4. |
- Alvesson, Mats, et al.
(author)
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Less followership, less leadership? An inquiry into the basic but seemingly forgotten downsides of leadership.
- 2015
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In: M@N@Gement. - 1286-4692. ; 8:3, s. 266-282
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Journal article (peer-reviewed)abstract
- Leadership is generally viewed as important and beneficial for individuals as well as organizations. The term, however, also implies followership and the targets for leadership may be less enthusiastic about adopting a follower position. From a follower’s point of view, there might be downsides associated with a leadership/followership relationship, including negative effects on identity and reduced autonomy. These often neglected downsides may lead to a dampening of the enthusiasm for leadership in practice and form a counterforce to the prevalence of leadership. This aversion towards followership may therefore mean ‘less’ leadership, for instance less salient ‘leader/follower’ qualities in relations and interactions than is generally assumed in leadership/followership studies.
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- Alvesson, Mats, et al.
(author)
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Reflexive Leadership : Organising in an imperfect world
- 2017
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Book (other academic/artistic)abstract
- Making a case for a reflexive approach to leadership, the authors draw upon decades of carrying out indepth studies of professionals trying to “do” leadership. Through interviews with managers and their subordinates, getting a good understanding of organizational context, and critically interpreting their observations considering both leadership theories and a wealth of other perspectives, their celebration of reflexivity is used to question dominant leadership thinking. Considering and challenging various departures from lines of reasoning results in a book that draws upon rich empirical material and which has a number of new, provocative, critical and constructive ideas that help to develop sharper and more thoughtful thinking and practice - both in academic and practical contexts.Suitable for leadership and organisation courses at upper-level undergraduate and upwards (including MBA-classes and Executive Education) and a thought provoking read for practitioners and management development professionals interested in leadership thought.
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- Alvesson, Mats, et al.
(author)
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The hegemonic ambiguity of big concepts in organisation studies
- 2022
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In: Human Relations. - : SAGE Publications. - 0018-7267 .- 1741-282X. ; 75:1, s. 58-86
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Journal article (peer-reviewed)abstract
- The use of concepts is a vital part of the research process. Many researchers overexploit popular concepts by adding more and more vague and poorly defined meanings to them, thereby making their boundaries unclear and the concepts increasingly unwieldy. We will refer to these types of concepts as hembigs – an acronym for hegemonic, ambiguous, big concepts. The article demonstrates the problem in three domains: leadership, strategy and institution. It suggests ways to mitigate the problems with dominant scientific concepts, overloaded with more or less incoherent meanings.
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- Blom, Martin, et al.
(author)
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All-inclusive and all good: the hegemonic ambiguity of leadership
- 2015
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In: Scandinavian Journal of Management. - : Elsevier BV. - 0956-5221. ; 31:4, s. 480-492
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Journal article (peer-reviewed)abstract
- This paper examines the reasons behind the popularity of leadership and leadership studies. We claim that at least part of the answer to why leadership is so celebrated and ubiquitous – in academia as well in society at large – can be found in how the term typically is (not) defined and presented. Leadership discourses are almost always persuasive; constructed to appeal and seduce audiences of the value and significance of leadership. Given their ambiguity, almost everything can be squeezed in and benefit from the aura of leadership. We propose the concept of hegemonic ambiguity to capture this and point at some basic problems associated with it, and argue for a more reflexive approach in relation to the signifier.
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- Blom, Martin, et al.
(author)
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Leadership On Demand: Followers as initiators and inhibitors of managerial leadership
- 2014
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In: Scandinavian Journal of Management. - : Elsevier BV. - 0956-5221. ; 30:3, s. 344-357
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Journal article (peer-reviewed)abstract
- A key aspect of leadership is the followers’ constructions of its value and relevance. Based on two empirical, qualitative case studies, this paper highlights the importance of the ‘demand’ for leadership when leader–follower relationships are established. We further discuss how followers influence, inhibit and initiate managerial leadership (i.e. leadership acts from their formal superior targeting themselves), and suggest ‘Leadership On Demand’ as a useful metaphor when trying to conceptualize the leader–follower dynamics in our study.
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