| 1. |
- Cicmil, Svetlana, et al.
(författare)
-
Project management behind the facade
- 2009
-
Ingår i: Ephemera. - : Ephemera. - 2052-1499 .- 1473-2866. ; 9:2, s. 78-92
-
Tidskriftsartikel (övrigt vetenskapligt/konstnärligt)
|
|
| 2. |
|
|
| 3. |
|
|
| 4. |
|
|
| 5. |
|
|
| 6. |
- Crevani, Lucia, et al.
(författare)
-
Shared leadership : A post-heroic perspective on leadership as a collective construction
- 2007
-
Ingår i: International Journal of Leadership Studies. - : The Regent University School of Global Leadership & Entrepreneurship. - 1554-3145. ; 3:1, s. 40-67
-
Tidskriftsartikel (refereegranskat)abstract
- Within the field of leadership practices, there is an emergent movement towards viewing leadership in terms of collaboration between two or more persons. At the same time, traditional literature on leadership and organization theory has been dominated almost exclusively by the perspective that leadership is something that is exercised by a single person—the idea of unitary command (Pearce & Manz, 2005). This has been challenged by the theoretical perspective of postheroic leadership, of which one practical consequence is to view leadership activities as collective rather than individual. In this paper, we argue that by shifting perspective from viewing leadership as a single-person activity to viewing it as collective construction processes, we will see new patterns in how leadership is exercised in practice. Thematic data from four qualitative case studies of organizations are presented. A discussion towards future research agendas where the articulation and questioning of the foundations of leadership practices and leadership research are central to the development of postheroic leadership ideals concludes the paper.
|
|
| 7. |
|
|
| 8. |
|
|
| 9. |
- Crevani, Lucia, et al.
(författare)
-
We don’t need another hero : Towards the study of leadership as everyday practices
- 2009
-
Konferensbidrag (refereegranskat)abstract
- In all theories of management and organization, leadership has a given central place in enforcing principles, motivating employees and communicating future goals and visions to strive for. Leadership is assumed to make a special, significant and positive contribution to action processes in most organizations, and leadership studies as an academic field has thus been preoccupied with the task of identifying the most successful leadership practices. At the same time, the field of leadership studies has traditionally been leader-centered, i.e. focused on the individual leader and his/hers traits, abilities and actions. Leadership practices have been equated with leaders’ practices, dichotomously separated from those of the ‘others’ in this tradition, the ‘followers’. The aim of this paper is to put forward an alternative perspective, based on the idea that leadership is a natural part of what most people do on an everyday basis in organisations. From this perspective, leadership is a set of social practices organised by people in interaction, practices related to intentional processes of organisational change and development. Empirical data from recent case studies will be used to illustrate the tenets of this alternative perspective
|
|
| 10. |
|
|
