Editorial transitions part 2 – hail and hello

Edwards, Gareth; Schedlitzki, Doris

doi:10.1177/17427150221147371

Cited by 2 publications

(3 citation statements)

References 20 publications

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“…Critical leadership studies combine criticality and constructionism into a challenge to mainstream – i.e. positivist – ways of thinking about the subject of leadership (Edwards and Schedlitzki, 2023). Constructionism posits that all knowledge is dependent on the human observer and is therefore neither objective nor certain (Berger and Luckmann, 1966; Burr, 2015).…”

Section: Critical Leadership Analystsmentioning

confidence: 99%

“…On top of the Delta variant, an even more infectious strain emerged in late fall, creating new disruption. That Omicron variant was, initially, thought to be less severe than its predecessors (Edwards and Schedlitzki, 2023). However, because of its ease of spread, the Omicron wave was deadlier for longer than the Delta surge (McPhillips, 2022).…”

Section: Optimism Mixed With Selective Certaintymentioning

confidence: 99%

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Whose normal is the new normal anyway? A critical leadership appraisal of university administrators in a waning pandemic

Spector

2023

QROM

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PurposeThe purpose is to offer a critique of the process of decision-making by top university administrators and to analyze how their decisions imposed their preferences and expanded administrative control.Design/methodology/approachIn the fall of 2021, the top administrators at Boston-based Northeastern University required that all members of the university community return to fully on-campus face-to-face work. That decision involved a return to what was labeled “normal operations” and followed a year-and-a-half of adjustments to the COVID-19 pandemic. Building on that case example, the analysis then ranges backward and forward in time. Other decisions – by Northeastern University leaders as well as leaders at other schools – are considered as well.FindingsLeaders impose labels on complex contingencies as a way of constructing meaning. No label is objectively true or indisputable. In the hands of individuals who possess hierarchical power and authority, the application of a label such as “new normal” represents an exercise of power. Through an exploration and analysis of the underlying, unspoken, assumptions behind the application of the “new normal” label, the article suggests how the interests of university leaders were being advanced.Research limitations/implicationsBecause of its reliance on labeling, the paper focuses mainly on the words of administrators – at Northeastern University and elsewhere – that are called upon to explain/justify decisions. The multiplicity of interests forwarded by the “new normal” label are explored. No attempt is made – nor would it be possible – to understand what was in the hearts and minds of these administrators.Practical implicationsThe article makes a case that any and all pronouncements of leaders should be understood as assertions of power and statements of interests. The practical impact is to suggest a critical analysis to be applied to all such pronouncements.Social implicationsThe approach taken in this article is situated within post-modernist analysis that critiques dominant narratives, disputes epistemological certainty and ontological objectivity and takes cognizance of coded messages contained in language.Originality/valueEveryone has been through a traumatic period of time with the pandemic. The author has focused on a specific community – university administrators and tenure/tenure track faculty – as a window to help explain how decision-makers shaped their response. The author wants to emphasize the labels imposed by leaders and the assumptions behind the application of those labels.

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Section: Critical Leadership Analystsmentioning

confidence: 99%

Section: Optimism Mixed With Selective Certaintymentioning

confidence: 99%

Whose normal is the new normal anyway? A critical leadership appraisal of university administrators in a waning pandemic

Spector

2023

QROM

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“…This issue of Leadership marks our first full year as Co-Editors-in-Chief. As we highlighted in our introductory editorial (Edwards and Schedlitzki, 2023) we see our role as striving to develop the community of the journal in its endeavour to be a key, critical and contemporary voice for leadership studies. To continue this journey, and to help contributors frame and develop their work for submission to the journal, we have invited some of our Associate Editors to share their thoughts on the following questions:1.…”

mentioning

confidence: 99%

What makes a good article for leadership? Thoughts and views from our associate editors, part 1

Edwards,

Schedlitzki,

Carroll

et al. 2024

Leadership

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Editorial transitions part 2 – hail and hello

Cited by 2 publications

References 20 publications

Whose normal is the new normal anyway? A critical leadership appraisal of university administrators in a waning pandemic

Whose normal is the new normal anyway? A critical leadership appraisal of university administrators in a waning pandemic

What makes a good article for leadership? Thoughts and views from our associate editors, part 1

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