How managers succeed by letting employees lead

Amar, A. D.; Hentrich, Carsten; Bastani, Bami; Hlupic, Vlatka

doi:10.1016/j.orgdyn.2011.12.008

Cited by 7 publications

(6 citation statements)

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“…Through this enquiry, critical courses encourage students to recognise how organisational success can be (over)attributed to leadership in general, and to the CEO in particular (Rosenzweig, 2007). Equally, the converse tendency, to over-attribute blame for failure to individual leaders can also be examined (see Amar et al, 2012). When performance dips, hero leaders of yesterday are suddenly blamed for decline.…”

Section: Page 14 Of 47 Academy Of Management Learning and Educationmentioning

confidence: 99%

Teaching Leadership Critically: New Directions for Leadership Pedagogy

Collinson

Tourish

2015

AMLE

157

147

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Section: Page 14 Of 47 Academy Of Management Learning and Educationmentioning

confidence: 99%

Teaching Leadership Critically: New Directions for Leadership Pedagogy

Collinson

Tourish

2015

AMLE

157

147

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“…The assumption of dominant leader agency is also a given in much of the literature on organisational failure. Amar et al. (2012: 69) assert that ‘The reason organizations fail to respond to market conditions is the inability of their senior leaders to manage their organizations to the complexity and dynamism of their business environment’.…”

Section: Leader Agency (At Expense Of) Followersmentioning

confidence: 99%

“…Paradoxically, in critiquing ‘poor’ leadership practice, the exaggerated view of agency that accompanies it may reinforce the problem that is at issue – our tendency to see agency in organisations as primarily a matter of leadership, with followers cast in the role of compliant but relatively powerless disciples. Thus, simultaneously, in Amar et al.’s (2012) conception, leader agency remains intact in terms of deciding what authority (if any) should be relinquished. It is also assumed that formal leaders retain exclusive oversight of the key directional issues that confront organisations.…”

Section: Leader Agency (At Expense Of) Followersmentioning

confidence: 99%

Leadership, more or less? A processual, communication perspective on the role of agency in leadership theory

2014

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'More' or 'better' leadership remains a popular panacea for business failure, climate change, educational underachievement and myriad other world problems. Yet there has been a growing concern that traditional approaches to the subject have naturalised oppressive power relationships, particularly in the workplace. Scholars have therefore put more stress on the creative contribution of 'followers' as co-creators of organisational reality. It is now normal to find calls for shared leadership, less leadership or no leadership. This article argues that even when couched in emancipatory terms, many of these perspectives still tend to diminish the contribution of organisational actors who do not occupy formal leadership roles. Communication and process theories of organisation are employed to suggest that leadership could be more usefully envisaged as those practices which see leaders occupying transitory roles within fluid social structures, in which there is no essence of leadership apart from the discursive constructions of organisational actors and in which the facilitation of disagreement and dissent holds the same importance as a traditional stress on the achievement of cohesion and agreement.

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“…Furthermore, there is a consensus for a need for the new governance approaches for the knowledge organizations (Leung, 2010;Amar et al, 2012). Overreliance on a vertical leadership model in the context of knowledge workers can undermine the knowledge creation process and the creativity of workers (Hooker & Csikszentmihalyi, 2003;Pearce, 2004;Pfeffer, 2005;Reiter-Palmon & Illies, 2004;Robertson & Swan, 2003).…”

Section: Conclusion Discussion and Directions For Future Researchmentioning

confidence: 99%

Leadership for knowledge organizations

Amar

Hlupic²

2016

European Journal of Innovation Management

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Purpose-To give some theoretical foundation to leadership function and style for managing knowledge workers whose work, by definition, is non-routine, thrives on innovation, and places a special demand on autonomy for its execution. Design/methodology/approach-Extant search of literature to look for evidence supporting successful leadership theories and practices that are shown to improve performance of knowledge workers. Synthesis of findings to structure a framework in the form of major propositions for their testing by future research. Findings-We begin with establishing our first finding that states that leadership of knowledge organizations is different from the leadership of traditional organizations. Then we build six additional findings for shaping a successful leadership process for knowledge organizations. Research limitations and/implications-Since it is a theoretical paper built on a search of literature in the field of leadership, there is a need to empirically test the findings to give them their final shape. Each of the seven propositions in this paper would result into many hypotheses that should initiate several empirical studies. Practical implications-We consider individual and organizational/group contexts of the leadership proposed here, and also provide recommendations for carrying out this research further. While the paper is written more specifically with regard to

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How managers succeed by letting employees lead

Cited by 7 publications

References 0 publications

Teaching Leadership Critically: New Directions for Leadership Pedagogy

Teaching Leadership Critically: New Directions for Leadership Pedagogy

Leadership, more or less? A processual, communication perspective on the role of agency in leadership theory

Leadership for knowledge organizations

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