In this article we argue that management and business undergraduate students who are engaged in learning about leadership occupy a liminal space or state of between-ness. Drawing on anthropological conceptualizations of liminality in which those undergoing liminal rituals must grapple with symbolic monsters, we point to the experience of doubt and uncertainty as 'monsters' with which

Discourse analytic research on masculinity has produced some interesting and insightful understandings of male-bonding talk and/or talk around alcohol-related activities. These and other contributions have helped demonstrate the dependence of 'hegemonic' masculinities on the discursive subordination of the 'other', notably women and gay men. The present study builds on such work by examining the reproduction of masculinities in the context of a group of four young men interacting under the influence of alcohol. The talk was recorded with the permission of the four participants (one of whom is a co-author -GE) and subsequently subjected to discourse analysis. Particular attention is paid to definitions of (male) self and others -women, gay men and men from ethnically different backgrounds -which are negotiated during the interaction. The analysis is discussed in the light of current debates on the discursive reproduction of masculinities.

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This review of the literature on community and distributed leadership marks out the potential for a more context-rich understanding of the nature of leadership. We begin by reviewing the literature on distributed leadership, noting a shift from clichéd ideals to more structured frameworks. We then highlight the need to further contextualize notions of distributed leadership before going on to identify a number of concepts relating to community that are useful for theoretical reflection, research and practice. These concepts are symbolism, a sense of belonging, a sense of community, individualism, values and ethics, language, dialect and discourse, liminality and friendship. We also develop a discussion around postmodern views of community and the importance of recognizing multiple belonging and multiple identities. From the review we develop areas of reflection for theory, research and practice regarding distributed leadership and the concept of community. We highlight practical implications from the review by discussing the importance of taking these ideas into consideration in management and leadership development initiatives and in managerial practice in general.

UWE makes no representation or warranties of commercial utility, title, or fitness for a particular purpose or any other warranty, express or implied in respect of any material deposited. UWE makes no representation that the use of the materials will not infringe any patent, copyright, trademark or other property or proprietary rights. UWE accepts no liability for any infringement of intellectual property rights in any material deposited but will remove such material from public view pending investigation in the event of an allegation of any such infringement. PLEASE SCROLL DOWN FOR TEXT. Management Learning44 (1) Critical and alternative approaches to leadership learning and development Gareth EdwardsUniversity of the West of England, UK Carole ElliottDurham University, UK Marian Iszatt-WhiteLancaster University, UK Doris SchedlitzkiUniversity of the West of England, UK AbstractThis article is the introduction to the special issue on 'Critical and Alternative Approaches to Leadership Learning and Development'. This article reviews the past approaches to researching and theorising about leadership learning and development and proposes a shift towards critical and alternative approaches. This article then describes the various articles in the special issue and how they contribute towards this paradigm shift.