Leadership as Cultural Practice

Abstract

It is not allowed the use for commercial purposes. Este artigo pode ser copiado, distribuído, exibido, transmitido ou adaptado desde que citados, de forma clara e explícita, o nome da revista, a edição, o ano e as páginas nas quais o artigo foi publicado originalmente, mas sem sugerir que a RAM endosse a reutilização do artigo. Esse termo de licenciamento deve ser explicitado para os casos de reutilização ou distribuição para terceiros. Não é permitido o uso para fins comerciais. This is an open-access article distributed under the terms of the Creative Commons Attribution License. OTACÍLIO TORRES VILAS-BOASTribunal Regional do Trabalho da 2ª Região, Salvador, Bahia, Brazil. EDUARDO PAES BARRETO DAVELUniversidade Federal da Bahia, Salvador, Bahia, Brazil. MARCELO DE SOUZA BISPOUniversidade Federal da Paraíba, João Pessoa, Paraíba, Brazil. ABSTRACT Objective: This article proposes the study of leadership as cultural practice, adding the cultural dimension to research on leadership as practice. Originality/Value: While the advances of practice-based studies are considerable in organizational learning and strategy, research on leadership as practice is scarce. Within the field of leadership as practice, in which no research has integrated the cultural dimension, this article formulates and discusses leadership as cultural practice, because it understands that culture is a fundamental element in not only orienting how organizational practices are constructed, but also in how leaders make and base their decisions, as well as act and interact. Design/methodology/approach: The first step of this research is the review of the studies on leadership as practice. The second is to bring these studies closer to those dealing with cultural leadership and culture as practice. The third step is to discuss the implications of the proposal of leadership as cultural practice. Findings:The results of the research allow to enlarge and improve the study of leadership, considering it not only as practice, but also as cultural practice. Implications for future research are discussed.

Society and organizational leadership: Investigating the sociocultural construction of toxic and constructive leaders in Ghana

“…It is instructive to note that values impact on attitudes which in turn inform behaviours and mostly values are context-driven. Socio-cultural elements are fundamental in orienting the construction of organisational and leadership practices by way of how leaders make decisions and how they act and interact (Vilas-Boas et al, 2018). With such inbuilt values, the respondent as a leader in an organisation is bringing such values to bear.…”

Effective Leadership in the 21st Century: Lessons for the Tourism Sector in the African Continent

“…Effective Leadership in the 21st Century: Lessons for the Tourism Sector in the African Continent DOI: http://dx.doi.org /10.5772/intechopen.93844 For example, destinations are reinventing themselves using socio-cultural assets to attract tourists. This has been a common practice, particularly in leadership, where cultural expression involves issues and conflicts connected to the leaders and followers inside a variety of international, national, regional and organisational contexts [56]. Figure 2 presents the African leadership concepts.…”

African Indigenous Leadership Philosophy and Democratic Governance System: Gada’s Intersectionality with Ubuntu

“…Eyong (2017) noted the existence of marked difference in conception, power and roles arrangements and relationships, and practices of Afrocentric and Anglo-Saxon perspectives. Vilas-Boas et al (2018) indicated that leadership is culture based, collective and social phenomena. Similarly, Collinson and Tourish (2015) asserted that there is no single way to lead; study and teach leadership.…”

“…According to Mazama (2001), “our problems as African people are our usually unconscious adaption of western world view and their attendant conceptual framework” (Mazama, 2001, p. 387). Besides Afrocentrists; the critical leadership (Collinson, 2011; Collinson and Tourish, 2015), the cultural/anthropological leadership (Edwards, 2015; Jepson, 2009; Vilas-Boas et al, 2018) and the language leadership researchers (Jepson, 2010; Schedlitzki et al, 2017) are calling for considering contextual differences, discourses, and meanings making process differences. They have called for multiplicity and differences (Collinson, 2011, 2014; Eyong, 2017; Schedlitzki et al, 2017).…”