Crucibles of Leadership

Bennis, Warren G.; Thomas, Robert J.

doi:10.2307/j.ctvpg85tk.9

Cited by 114 publications

(178 citation statements)

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“…Numerous theorists concur that the dominant crucible of leadership learning is through naturalistic processes and accidental events, rather than a deliberate and consciously planned approach to development (Burgoyne and Hodgson, 1983;Davies Learning to lead and Easterby -Smith, 1984;McCall, 1998;McCall et al, 1988;Cox and Cooper, 1989;Jackson and Parry, 2001;Bennis and Thomas, 2002;Hill, 2003;Luthans and Avolio, 2003)[2]. Recently, both Conger (2004) and Burgoyne (2004) have re-emphasised the dominance of naturalistic experience, mainly within organisational contexts, to the processes of leadership learning and development.…”

Section: The Importance Of Entrepreneurial Leadershipmentioning

confidence: 99%

Learning to lead in the entrepreneurial context

Cope

Kempster

2010

International Journal of Entrepreneurial Behavior &Amp; Research

172

214

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to explore the nature of leadership learning in the entrepreneurial context, by building a dynamic learning perspective of entrepreneurship. It draws on contemporary leadership literature to appreciate entrepreneurial leadership as a social process of becoming located in particular contexts and communities. Design/methodology/approach -Through qualitative phenomenological interviews with nine entrepreneurs the lived experience of learning to lead is explored. The principles of interpretative phenomenological analysis (IPA) are utilised to analyse the data and enable inductive theory-building. Findings -The findings illustrate situated leadership patterns and relationships unique to the entrepreneurial context. A number of significant structural and experiential factors are identified that both shape and restrict the development of leadership practice in small ventures. Specifically, the limited opportunities for leadership enactment and observation, the dominance of the business as the crucible for leadership learning, the influence of the family and the low salience of leadership are highlighted.Research limitations/implications -In appreciating the leadership learning task that nascent entrepreneurs are faced with it is vital that further research delves deeper into the varying levels of "leadership preparedness" brought to new venture creation. From a policy perspective, there is significant value in enabling entrepreneurs to engage in meaningful dialogue, critical reflection and purposive action with their peers through the creation of leadership "learning networks". Originality/value -The research demonstrates leadership learning processes and pathways that are significantly different to those experienced by managers in the employed context. In so doing, this article represents the first systematic attempt to apply a learning perspective to the subject of entrepreneurial leadership.

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Section: The Importance Of Entrepreneurial Leadershipmentioning

confidence: 99%

Learning to lead in the entrepreneurial context

Cope

Kempster

2010

International Journal of Entrepreneurial Behavior &Amp; Research

172

214

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“…Narratives pervade organization studies in different guises, from teaching case studies, to executive autobiographies, to accounts of change intervention. In research, critical incident interviews produced narratives leading to the infamous two‐factor theory of work motivation (Herzberg et al., 1959), and have been used to identify events in the development of leadership capabilities (Bennis and Thomas, 2002). As narrative perspectives have become fashionable (Monin, 2003), research has embraced a wider range of themes.…”

Section: Defining Narrative For Understanding Change Processesmentioning

confidence: 99%

Discourse and Audience: Organizational Change as Multi‐Story Process

Buchanan

Dawson

2007

J Management Studies

188

203

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This article is critical of monological research accounts that fail to accommodate polyvocal narratives of organizational change, calling for more fully informed case studies that combine elements of a narrative approach with processual/contextual analysis. We illustrate how contrasting versions of the same change event by different stakeholders and by the same stakeholder for different audiences, raise theoretical and methodological issues in the analysis and presentation of data on organizational change. Our argument is that research narratives (that seek to develop understanding of change processes) are necessarily selective and sieved through particular discourses that represent different ways of engaging in research. They are authored in a particular genre and written to influence target audiences who become active co-creators of meaning. Organizational change viewed from this perspective is a multi-story process, in which theoretical accounts and guides to practice are authored consistent with pre-selected narrative styles. These, in turn, are purposefully chosen to influence target audiences, but this subjective crafting is often hidden behind a cloak of putative objectivity in the written and oral presentations of academic research findings. Copyright Blackwell Publishing Ltd 2007.

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“…According to Bennis (2012), in the past we treated leaders (CEOs) as unilateral achievers resulting from their special genius. Th is tradition dates back to Th omas Edison, Henry Ford, and more recently to Steven Jobs.…”

Section: A Collective Alignment Model Proposedmentioning

confidence: 99%

“…However, today's world requires unprecedented coalition building. Bennis (2012) stated that collaborative leaders may now be required more than ever. Th e pace of change is not slowing.…”

Section: A Collective Alignment Model Proposedmentioning

confidence: 99%

Natural Disaster Preparedness in the Private Sector: A Model to Refrain from Isolation

Morrison

2013

J of Leadership Studies

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Executive leadership operating in isolation may be a subliminal issue that has an impact upon how resources are allocated for preparing organizations to react to a sudden natural disaster. Two forms of isolation that are of particular interest are upper executive aloofness from management and an indifference to groups external to daily operations. Executive leadership may need to expand its attention to establishing a more inclusive strategy by engaging employees at all levels directly as well as those in leadership positions in organizations in both the public and nonprofit sectors.

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Crucibles of Leadership

Cited by 114 publications

References 0 publications

Learning to lead in the entrepreneurial context

Learning to lead in the entrepreneurial context

Discourse and Audience: Organizational Change as Multi‐Story Process

Natural Disaster Preparedness in the Private Sector: A Model to Refrain from Isolation

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