| 1. |
- Almeida, Teresa, et al.
(författare)
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Can you be a follower even when you do not follow the leader? : Yes, you can
- 2021
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Ingår i: Leadership. - : SAGE Publications. - 1742-7150 .- 1742-7169. ; 17:3, s. 336-364
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Tidskriftsartikel (refereegranskat)abstract
- In the ongoing debate in the area of critical leadership studies, the nature of leader–follower relationships is a thorny issue. The nature of followership has been questioned, especially whether followers can display resistance behaviours while maintaining their follower position. Addressing this issue requires a dialectical approach in which followers and leaders alike are primary elements in leadership co-production. Followers who face destructive leaders are of special interest when leadership is studied as a co-creational process. This context favours the emergence of a full range of behavioural profiles in which passives and colluders will illustrate the destructive leadership co-production process, and those who resist demonstrate that followers may not follow the leader and still keep a followership purpose. A two-step data analysis procedure was conducted based on the behaviour descriptions of 123 followers having a destructive leader. A qualitative analysis (i.e. content analysis) showed a set of behaviours and their antecedents that suggest three main groups of followers: resisters, obedient and mixed behaviour. Treating these data quantitatively (i.e. latent class analysis), six followers’ profiles emerged: active resistance, passive resistance, passive obedience, conflict avoidance, support and mixed. Our findings provide evidence that followers who resist may do it for the sake of the organisation. We discuss our findings in light of followership theory, whereby joining role-based and constructionist approaches allows us to argue that followers may still be followers even when they do not invariably follow their leader.
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| 2. |
- Alvehus, Johan, et al.
(författare)
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Blackboxing leadership: Methodological practices leading to manager-centrism
- 2023
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Ingår i: Leadership. - : SAGE Publications. - 1742-7169 .- 1742-7150. ; 19:1, s. 85-97
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Tidskriftsartikel (refereegranskat)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.
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| 3. |
- Alvehus, Johan
(författare)
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Emergent, distributed, and orchestrated : Understanding leadership through frame analysis
- 2019
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Ingår i: Leadership. - : SAGE Publications. - 1742-7150 .- 1742-7169. ; 15:5, s. 535-554
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Tidskriftsartikel (refereegranskat)abstract
- Leadership scholars are beginning to understand leadership as a distributed phenomenon, produced in interaction and emerging in social situations. Although this perspective has contributed to understanding leadership processes in more detail, it has also been noted that its proponents have largely neglected power and asymmetrical hierarchical relations. In this paper, I address these issues by drawing on Erving Goffman’s notion of frame analysis. Through detailed analysis of the interactions in a core-values session, I show how leadership processes that appear to be distributed and emergent from the participants’ framework appear orchestrated when understood from the manager’s framework. The analysis reveals how power asymmetries operate in the framing of the situation, and how the experience of leadership differs among participants. Talk, text, tools, and movements in time and space all contribute to establish frameworks, and differences in access to these modalities show power asymmetries. The paper highlights how the experience of leadership is framed and how power asymmetries constitute this framing. It thereby contributes to multimodal, constructivist theories of distributed leadership by showing how leadership is simultaneously emergent, distributed, and orchestrated.
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| 4. |
- Alvesson, Mats, et al.
(författare)
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The bumpy road to exercising leadership : Fragmentations in meaning and practice
- 2018
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Ingår i: Leadership. - : SAGE Publications. - 1742-7169 .- 1742-7150. ; 14:1, s. 40-57
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Tidskriftsartikel (refereegranskat)abstract
- The present study focuses on a manager’s understanding of leadership and how this guides – or does not guide practice. The paper reports an empirical in-depth study of a middle manager in an international manufacturing company. We link our discussion to both – the mainstream leadership studies, which assume that managers have a solid type of leadership behavior, and authors with a meaning-oriented, linguistic approach to leadership, in which language, self-awareness, and behavior are linked. The present study suggests that leadership attempts can vary, be divisive, and that a manager’s advocacy efforts are driven by a multitude of different, partly opposing, forces, meaning a decoupling of ideas and behavior in leadership practice. The paper raises the question of whether managers’ meanings of leadership correspond with what they do in practice.
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| 5. |
- Alvesson, Mats, et al.
(författare)
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The gaslighting of authentic leadership 2.0
- 2022
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Ingår i: Leadership. - : SAGE Publications. - 1742-7150 .- 1742-7169. ; 18:6, s. 814-831
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Tidskriftsartikel (refereegranskat)abstract
- This article is a response to Bill Gardner and Kelly McCauley’s ‘gaslighting’ critique of our text on the perils of authentic leadership. Against gaslighting 1.0 (evilly trying to convince people to doubt their perceptions), we propose gaslighting 2.0 (enlightenment). We argue that organizations face severe problems and challenges that cannot be solved by motivating managers to engage in introspection and being overly preoccupied by their own authenticity. A search for one’s true self is a personal journey of inner growth and heightened self-awareness that individuals, leaders and non-leaders may engage in and find highly beneficial, but outside any notion of exercising influence or power on others to reach career objectives or corporate goals. The broad use of simple recipes with claims of overwhelming positive effects is problematic. Leadership research is often based on highly problematic measures, making most efforts to capture the core phenomenon unreliable. That many people are attracted by simplistic, positive-sounding and ego-enhancing formulas is not the same as evidence for theoretical value and relevance of a truth claim. Taking aspiration as a critical element would call for the development and study of Aspirational Authentic Leadership Theory, which would be something quite different from the static study of how managers score in terms of being true to their values, a core self, and so on. In-depth process studies of managers trying to be authentic navigating dilemmas at work could be an alternative to focus further research on.
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| 6. |
- Barry, Daved, et al.
(författare)
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The art of leadership and its fine art shadow
- 2010
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Ingår i: Leadership. - : SAGE Publications. - 1742-7150 .- 1742-7169. ; 6:3, s. 331-349
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Tidskriftsartikel (refereegranskat)abstract
- In this paper we attempt to bring art and craft together in the enterprise of leadership, first by reframing the art of leadership in light of fine art thinking, and then joining it to notions of craft. With this, we develop an approach to leadership where artistry is closely dependent on, yet distinct from, craft. Finally, we discuss the ramifications of this perspective for leadership practice and research.
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| 7. |
- Blom, Martin, et al.
(författare)
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The (In)voluntary follower
- 2020
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Ingår i: Leadership. - : Sage Publications. - 1742-7150 .- 1742-7169. ; 16:2, s. 163-179
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Tidskriftsartikel (refereegranskat)abstract
- An important assumption when it comes to leader-follower relationships is that compliance and subordination are basically voluntary. In this article, we problematize and develop this assumption and discuss different circumstances in which voluntariness in terms of followership may be compromised. Based on this discussion, we also suggest a tentative model of follower voluntariness, indicating dimensions in which voluntariness can be infringed upon and followership corroded and when it might be more productive to depict an asymmetrical relationship as something else than followership.
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| 8. |
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| 9. |
- Crevani, Lucia
(författare)
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Is there leadership in a fluid world? : Exploring the ongoing production of direction in organizing
- 2018
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Ingår i: Leadership. - : SAGE Publications. - 1742-7150 .- 1742-7169. ; 4:1, s. 83-109
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Tidskriftsartikel (refereegranskat)abstract
- Although the idea of leadership being a process is clearly stated in leadership definitions, most researchers focus on individuals rather than observing and studying processes. This contradiction has been highlighted by a number of scholars turning to leadership processes and practices, thereby drawing attention to the interactional and social aspects of the phenomenon. Such contributions mostly take process perspectives in which entities still play an important role. In this article, I therefore aim at contributing to leadership studies based on a process ontology by exploring one central aspect of leadership work, the production of direction, processually. I do so by building on geographer Massey’s conception of space, thus adding a spatial dimension that enables me to conceptualize direction as the development of an evolving relational configuration. In order to empirically explore such a conceptualization, two constructs are proposed: the construction of positions and the construction of issues. The reading of leadership work thus produced leads me to suggest ‘clearing for action’ as a means of conveying the spatio-temporal and constructive (reality constructing) character of leadership work.
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| 10. |
- Döös, Marianne, 1949-, et al.
(författare)
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Fifty-five years of managerial shared leadership research : A review of an empirical field
- 2021
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Ingår i: Leadership. - : SAGE Publications. - 1742-7150 .- 1742-7169. ; 17:6, s. 715-746
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Forskningsöversikt (refereegranskat)abstract
- Managerial shared leadership is a practice that goes beyond traditional ways of organising leadership functions. It is an organisational phenomenon where a few individuals share responsibility for the tasks of a managerial position. This paper reviews 67 empirical papers published in scientific journals. The review covers 55 years (1965 – 2019). The aim is to contribute knowledge about managerial shared leadership as a research field and offer some relevant theoretical concepts. No review to date has specifically focused on managerial shared leadership and this paper intends to close this knowledge gap. The paper details the start of managerial shared leadership as a research field, presents a bibliometric analysis and the methodological approaches used, and describes the structural characteristics of managerial shared leadership. The paper includes a thematic content analysis of its necessary and enabling antecedents and outcomes. Historically, the imprecise use of concepts has hampered managerial shared leadership’s development into a cohesive research field, so this paper develops and uses theoretical concepts to form a theoretical construct for the entire field. This construct is briefly discussed in relation to general shared leadership theory and critical leadership studies. In practice, managerial shared leadership may provide leadership solutions where there is an imbalance between demands and resources while managing complex situations.
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