All-inclusive and all good: The hegemonic ambiguity of leadership

Blom, Martin; Alvesson, Mats

doi:10.1016/j.scaman.2015.08.001

Cited by 46 publications

(30 citation statements)

References 103 publications

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“…team working or system-wide organizing processes; cf. Endres and Weibler 2017;Blom and Alvesson 2015;Denis et al 2012).…”

Section: 1)mentioning

confidence: 99%

“…This implies providing rich context-sensitive descriptions of team and leadership phenomena in practice and moving beyond narrow theoretically (pre-)framed or prescriptive accounts (cf. Hannah et al 2014; DeRue and Ashford 2010; Blom and Alvesson 2015). Similarly, Endres and Weibler (2017) showed that there is a significant need for research that does not start with 'leadership', or what is assumed to be leadership, but rather with interaction dynamics and practices as they occur in a specific setting.…”

Section: Literature Review On Leadership In Collaborative Interorganimentioning

confidence: 99%

“…for identifying shared leadership phenomenon, a constellation in which no single individual is identifiable as the source of influence, rather the collective is. Hence, a key question is how to make such elusive dynamics such as emerging (informal and collective) leadership tangible if no single individual's influence emerges as network leadership (Blom and Alvesson 2015;Denis et al 2012). For that reason, in order to qualify general collective interaction related dynamics as leadership, in place of (traditional) individual level influence components, collective level components are needed to capture a collective's influence and to understand the generative mechanism of its emergence.…”

Section: Advancing Theory On Plural Leadership Forms Such As Collectimentioning

confidence: 99%

“…We suggest setting a high bar for conceptualizing collective phenomena in terms of shared or collective leadership (cf. Endres and Weibler 2017;Sergi et al 2012;Blom and Alvesson 2015)-that is, to identify collective level influence processes and the joint-motivational identity-based (energizing) source of its emergence in the respective context. This implies taking the nonemergence of leadership more seriously into consideration.…”

Section: Advancing Theory On Plural Leadership Forms Such As Collectimentioning

confidence: 99%

“…Therefore, our findings echo the relevance of non-leadership phenomena for understanding leadership in contemporary organizations more comprehensively (cf. Alvesson and Sveningsson 2003;Alvesson and Spicer 2012;Blom and Alvesson 2015;Chreim 2015).…”

Section: Advancing Theory On Plural Leadership Forms Such As Collectimentioning

confidence: 99%

See 4 more Smart Citations

Understanding (non)leadership phenomena in collaborative interorganizational networks and advancing shared leadership theory: an interpretive grounded theory study

Endres

Weibler

2019

Bus Res

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Despite the increasing significance of collaborative interorganizational networks, understanding of leadership phenomena in these contexts is still scarce. How, and in what form will leadership emerge in such (a priori) non-hierarchical contexts with peerlike work settings, if at all? Through an interpretive grounded theory study conducted in collaborative interorganizational networks, we found that the networks either remained at the stage of leaderless cooperation (leadership void) or developed shared leadership. We then sought to understand the underlying mechanism of collaboration that might explain the different (non)leadership phenomena. Our study's main result is the empirically grounded identification of two distinct forms of network participation with specific network identities as its core, which are related to the distinct leadership-related phenomena in our networks. (1) Task-based network identity, which includes an individualistic network identity, a single achievement motivation, and a largely instrumentalist orientation towards network participation, is related to a leadership void (non-leadership emergence, i.e. a form of leaderless cooperation). (2) Joint-motivational network identity, which includes a collectivistic network identity, joint network motivation, and a largely value-laden attitude towards network participation, is related to shared leadership. Our findings shed new light on collaboration and leadership phenomena in interorganizational networks, concurrently providing progress on conceptualizing Electronic supplementary material The online version of this article (

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“…team working or system-wide organizing processes; cf. Endres and Weibler 2017;Blom and Alvesson 2015;Denis et al 2012).…”

Section: 1)mentioning

confidence: 99%

Section: Literature Review On Leadership In Collaborative Interorganimentioning

confidence: 99%

Section: Advancing Theory On Plural Leadership Forms Such As Collectimentioning

confidence: 99%

Section: Advancing Theory On Plural Leadership Forms Such As Collectimentioning

confidence: 99%

Section: Advancing Theory On Plural Leadership Forms Such As Collectimentioning

confidence: 99%

See 3 more Smart Citations

Understanding (non)leadership phenomena in collaborative interorganizational networks and advancing shared leadership theory: an interpretive grounded theory study

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Weibler

2019

Bus Res

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Practicing Legitimate Leadership in Territories of Interactions in Greenland

Rasmussen

2020

Handbook of Business Legitimacy

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This Time from Africa: Developing a Relational Approach to Values-Driven Leadership

Pérezts

Russon

Painter‐Morland

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All-inclusive and all good: The hegemonic ambiguity of leadership

Cited by 46 publications

References 103 publications

Understanding (non)leadership phenomena in collaborative interorganizational networks and advancing shared leadership theory: an interpretive grounded theory study

Understanding (non)leadership phenomena in collaborative interorganizational networks and advancing shared leadership theory: an interpretive grounded theory study

Practicing Legitimate Leadership in Territories of Interactions in Greenland

This Time from Africa: Developing a Relational Approach to Values-Driven Leadership

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