Democratic leadership theory in late modernity: an oxymoron or ironic possibility?

“…Firstly, hierarchies and oligarchies may rapidly develop that allow elites to control resources regardless of the precise ownership and control mechanisms established (Michels, 1961;Vanek, 1977;Cornforth et al, 1988). Secondly, emphasising collective over individual rights often becomes oppressive to individuals (and out of favour groups) by legitimating "collective" solutions that are expressions of managerial interests (see Willmott, 1993;Starrat, 2001;Parker, 2002;Johnson, 2006).…”

Section: Concepts Of Social Enterprisementioning

confidence: 99%

Social enterprise as a socially rational business

Ridley-Duff

2008

International Journal of Entrepreneurial Behavior &Amp; Research

117

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Purpose: This paper examines the discourses that influence policy and practice in social enterprises. In institutional circles, arguments are shaped by the desire to protect assets for the community, while entrepreneurial discourses favour a mixture of investment sources, surplus sharing and inclusive systems of governance. A critique is outlined that challenges policy-makers and academics to move beyond the heated debate on "business-like" activity through a deeper understanding of the social relations entered into (and created by) different social entrepreneurial activities.Design/Methodology/Approach: The paper is wholly theoretical. Firstly, contradictions are exposed through a review of practitioner and scholarly literature. Thereafter, empirically grounded studies are used to develop a theoretical model that accommodates and accounts for diverse practices. A broader perspective, that views human behaviour as a product of, and support system for, our socio-sexual choices, is deployed to extend understanding of social capital. By integrating this into governance theory, workplaces come to be seen as complex centres of community-building replete with economic and social goals. The concept of "social rationality" is elaborated as an alternative way to understand the legitimacy of social entrepreneurial activity and management practice.Originality/Value: The paper concludes by developing a framework and typology that theorises social enterprise as a heterogeneous business movement. Each form of social enterprise integrates socially rational thinking into its policies and practices. This suggests a different educational agenda for social entrepreneurs oriented towards the equitable distribution, and not accumulation, of social and economic capital.

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“…Since democracy is a complicated conception and democratization within schools is not a straightforward process (Starratt 2003), this paper has only 'touched' the surface. Given the character of this paper, causal or other inferences cannot be drawn.…”

Section: Resultsmentioning

confidence: 99%

On democracy and leadership: from rhetoric to reality

Karagiorgi¹

2011

International Journal of Leadership in Education

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This paper resembles a personal narrative on leadership and democracy and outlines how an educational leader can conceptualize democratic leadership and take some steps towards transforming theory into practice. The concepts of democracy and democratic schools within the discourse of educational theory and research are briefly discussed. Based on reflections from leading a public primary school in Cyprus, the author approaches the meaning of democracy within the particular setting and discusses implications of the pursuit of democracy for a school leader. The author argues that although certain notions of the school as a dialogic institution can be applied, several challenges arise not only in establishing the structures necessary to promote an ethos for democracy, serving this as a principle, but also in shaping the school culture towards democracy as a virtue.

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Democratic leadership theory in late modernity: an oxymoron or ironic possibility?

Cited by 66 publications

References 6 publications

Leadership Styles and Organizational Climate as Determinants of Job Involvement and Job Satisfaction of Workers in Tertiary Institutions

Leadership Styles and Organizational Climate as Determinants of Job Involvement and Job Satisfaction of Workers in Tertiary Institutions

Social enterprise as a socially rational business

On democracy and leadership: from rhetoric to reality

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