Effective leadership in unexpected places: A sociohistorical analysis of the Red Tops dance orchestra

The collective endorsement of James Meredith: Initiating a leader identity construction process

“…In this article, we ‘let the case speak’ (Siggelkow, 2007: 22) through DeRue and Ashford’s (2010) lens of social identity construction as our interpretative frame (see Novicevic et al, 2011). By developing historical explanation of meanings from noteworthy textual excerpts (see Bevir, 2012), we interpret the underlying leader identity progressions of Meredith and Barnett using the necessary iteration (Cunliffe and Eriksen, 2011) of ‘systematic combining’ (Dubois and Gadde, 2002: 553) between case data, observation and theory pursuant to an abductive approach to theory elaboration (see Ketokivi and Choi, in press).…”

Integrating Libertarian Paternalism Into Paternalistic Leadership

“…Our organization of the documentary and archived materials was performed using a sociohistorical frame (see Novicevic et al, 2011). Utilizing the framework of paternalistic leadership proposed by Aycan (2006) and the emergent conceptualization of libertarian paternalism described by Thaler and Sunstein (2008) as guiding constructs, notable excerpts were examined in the context they were created, analyzed, and synthesized for evaluative interpretations relevant for our research question.…”

“…The above statement, spontaneously uttered by the first Vice President of the Heinz Companies (Sebastian Mueller, 1919, see Lentz, 2007, p. 124) upon the death of H. J. Heinz, exemplifies the sincere devotion that this paternal era capitalist engendered with those in his sphere of influence (Skrabec, 2009). With the resurgence of scholarly interest in paternalistic forms of organizational leadership (Pellegrini, Scandura, & Jayaraman, 2010), we argue that examinations of paternalistic leaders from the past could prove valuable, as historical studies often provide insights appropriate for theory extension and development (Humphreys, Pane Haden, Clayton, Novicevic, & Gibson, 2011; Novicevic, Humphreys, Buckley, Cagle, & Roberts, 2011).…”

Leading Aesthetically: Insights from the Founders of the San Antonio Conservation Society

“…It was as artists that we organized and we asked artists and lovers of art to join with us to save what was distinctive of San Antonio. As a result, numerous authors have called for more examinations of artistic leaders (e.g., Barnes, Humphreys, Oyler, Pane Haden, & Novicevic, 2013;Ladkin & Taylor, 2010;Novicevic, Humphreys, Buckley, Cagle, & Roberts, 2011) and further development of aesthetic leadership constructs (Bathurst, Jackson, & Statler, 2010;Biehl-Missal, 2010). Assorted fusions of art and leadership have appeared in the past decade in practitioner (e.g., Green, 2004;Fisher, Jr., 2004) and academic (e.g., Hansen, Ropo, & Sauer, 2007;Taylor & Ladkin, 2009) venues, though many seem to embody rather awkward amalgamations.…”

“…Sociohistorical archival techniques oblige researchers to examine archived documents with respect to the context in which they were created to provide social science interpretations through applicable passages that relate to the theoretical themes guiding the archival research (Novicevic et al, 2011). In order to ascribe specific meanings to the recorded data, we documented relevant excerpts, relating them to each other and to the aesthetic leadership impressions to which they would be theoretically related (see Jones et al, 2012).…”