Exploring within the ‘black-box’ of leadership to make sense of the performative dynamics of conversation

Sewchurran, Kosheek; Zaina, Luciano; McDonogh, Jennifer

doi:10.1177/1742715019858884

Cited by 5 publications

(5 citation statements)

References 37 publications

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“…For these reasons, virtue-based, processual models are needed to counter balance the substantial focus on transmissive educational practices (Wals and Jickling, 2002; Martin, 2008; Dale and Newman, 2005). Engaging this dynamic complexity in lived practice requires skilful practical coping (Sewchurran et al , 2020). A case can therefore be made that (Painter-Morland et al ’s, 2016) three critical success factors need a fourth factor related to seeing and enabling sustainability practice in the lived experience of a becoming world.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Enlarging sustainability learning through integrative thinking with a focus on cultivating virtues

Sewchurran

Davids

McDonogh

et al. 2022

JIEB

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Purpose In the African context of business practice, the authors face two interrelated challenges. First, executives need to deal strategically and sustainably with growing levels of inequality, under-employment and declining levels of wellness and safety. Second, executive development needs to develop virtues to help executives to address these problems. This paper aims to articulate an integrated, sustainable business education approach that aims to prepare executives to practice integrative thinking while simultaneously cultivating virtues that enhance their lives, thereby enabling them to make ongoing sustainable impacts to their worlds. Design/methodology/approach This study uses a mixed method analysis including both quantitative and qualitative data from student course feedback evaluations from Business Model Innovation (BMI) and Phronesis Development Practice courses run over four consecutive years between 2018 and 2021 at the University of Cape Town’s Graduate School of Business as part of the Executive Masters of Business Administration degree. Findings The program’s pedagogical approach integrates a philosophical habituation process with a core course on BMI practice. This philosophical integration is one in which there is a sustainable focus on cultivating specific “process” and “practice” virtues which foster awareness amongst executives of their everyday mundane skilful coping in the world. This leads to candidates becoming attuned to ways, in which they can strive for more authenticity and to step into newer ways of being, that allow them to reflect their values and evolve cultural practices. Originality/value As the first business school in Africa to base a BMI course on the affordances of the phenomenon of being-in-the-world and a philosophical habituation process, the authors hope to inspire more business schools to adopt holistic, sustainable approaches to executive development that goes beyond the competence paradigm.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Enlarging sustainability learning through integrative thinking with a focus on cultivating virtues

Sewchurran

Davids

McDonogh

et al. 2022

JIEB

Self Cite

View full text Add to dashboard Cite

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“…This study is therefore located at the intersection of fields, leadership‐as‐practice (Raelin, 2016) and business ecosystems (Jacobides et al, 2018). The leadership‐as‐practice field emerged with the “pratice‐turn” movement in management studies and focusses on the study of leadership as a practice emerging in everyday practices (Raelin, 2016; Sewchurran et al, 2020).…”

Section: Ecosystems and Leadership‐as‐practice Literaturementioning

confidence: 99%

“…We used ecosystem theory (Jacobides et al, 2018) and leadership‐as‐practice (J. A. Raelin, 2016; Sewchurran et al, 2020) as the theoretical frameworks to make sense of the findings. Ron Adner (2008) explains that the way the dynamics of an ecosystem unfolds, means that traditional conceptions of strategy, business models and project management will be of limited value at the level of the ecosystem.…”

Section: Research Questionsmentioning

confidence: 99%

The Puppeteer behind the scenes: Toward understanding ecosystem leadership mechanisms to grow IoT in South Africa

Goshalia

McDonogh

Mhlanga

et al. 2021

E J Info Sys Dev Countries

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The IoT digital revolution has opened opportunities to resolve complex, economic, environmental and social issues. Digitizing efforts involve participating in an ecosystem of innovators, providers, evolving customer needs and government policies. Companies entering this world report experiencing complexities with realizing value for stakeholders. This study presents a critical inquiry into the IoT world in South Africa. A grounded theory methodology is applied to provide an understanding of the important mechanisms at play affecting uptake of IoTs in the ecosystem. We use the insights to develop a model relevant for IoT players and urban planners to enhance benefit realization for the ecosystem as a whole. The study provides insight into a missing, “Puppeteering” role, that is required to organize ecosystem participants in their pursuit of value. A significant finding is that this role is best played by technology owners so that they can co‐create and generate jointly‐developed power to realize potential value for the entire ecosystem. The role needs to synergistically organize ecosystem participants to capture and distribute value to sustainably grow the ecosystem; and to engage in the development of required capabilities to sustain this. We argue that this “puppeteer effect” has potential to foster an inclusive, sustainable IoT strategy.

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“…Rather than working backwards from some desired state of which we have limited knowledge [28], CAS should be addressed from what is known, the interactions that lead to complex patterns and emergence [12]. The function of leadership when operating in CAS is to foster and direct these interactions, leadership is inter-actional [4] through shared roles and responsibilities among the agents, resulting in a bottom-up process.…”

Section: Interactions: Level Of Analysismentioning

confidence: 99%

“…This influence comes, in part, through leaders' managing the interactions between teams and agents as depicted in the CATS model. Leaders' focusing on these interactions result in building connections and connecting agents, providing a new direction for leaders in today's complexity: "What might get lost in leadership in the flow of practice is the basic connection (relationships) between the organizational agents" [4]. Utilizing and implementing CATS as standard practice to drive knowledge creation and innovation, and in making new connections within organizations, is one tool that is available for today's leaders to operate in today's complex and challenging environment.…”

Section: The Development Of a Collective Identitymentioning

confidence: 99%

Complex Adaptive Team Systems (CATS): Scaling of a Team Leadership Development Model

Turner¹,

Baker²,

Romine³

2020

Digital Leadership - A New Leadership Style for the 21st Century

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Complex adaptive systems (CAS) have been identified as being hard to comprehend, composed of multiple interacting components acting interdependently with overlapping functions aimed at adapting to external/environmental forces. The current theoretical model utilized the natural functions of teams, viewing teams as a complex adaptive system, to develop the structure of the theory of complex adaptive team systems (CATS). The CATS model was formulated around the components of complexity theory (interactions, nonlinearity, interdependency, heterogeneity, complex systems, emergence, self-organizing, and adaptability) to show its utility across multiple domains (the role of leadership, organizational learning, organizational change, collective cognitive structures, innovation, crossbusiness-unit collaborations). In theorizing the CATS model, a new level of analysis was implemented, the interactions between agents as a move toward emergence in complex systems. The CATS model ultimately provides a model for organizations/ institutions to drive knowledge creation and innovation while operating in today's complexity.

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Exploring within the ‘black-box’ of leadership to make sense of the performative dynamics of conversation

Cited by 5 publications

References 37 publications

Enlarging sustainability learning through integrative thinking with a focus on cultivating virtues

Enlarging sustainability learning through integrative thinking with a focus on cultivating virtues

The Puppeteer behind the scenes: Toward understanding ecosystem leadership mechanisms to grow IoT in South Africa

Complex Adaptive Team Systems (CATS): Scaling of a Team Leadership Development Model

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