Introduction

Evans, Geraint; Fulton, Helen

doi:10.1017/9781316227206.002

Cited by 1 publication

(1 citation statement)

References 113 publications

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“…This happened after Edward 1st of England, having conquered the last of the Welsh princes issued a statute at Rhuddlan in March 1284 that laid down how the “conquered territory” of Wales was to be governed. This “first colonial constitution” (Cam, 1962, in Evans and Fulton, 2019, p. 20) was followed by a century of uprisings that ended in 1409 with a revolt led by Owain Glyn Dwr, still celebrated today as a Welsh hero.…”

Section: Years Of Colonialism?mentioning

confidence: 99%

Leadership without “the led”: a case study of the South Wales Valleys

Harding

2021

IJPL

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PurposeThis paper aims to disrupt assumptions about leadership by arguing those who are ostensibly “followers” may be utterly insouciant towards the existence of people categorised as “leaders”. It contributes to anti-leadership theories.Design/methodology/approachThis article uses an immersive, highly reflexive methodology to explore subjective meanings of leadership at community levels ostensibly governed by local government leaders. It uses a case study of the South Wales Valleys, one of the hubs of the Industrial Revolution in the 19th century but now economically deprived.FindingsThrough drawing on their rich and complex history, the author shows how in these communities there is a culture of neo-communitarianism that is anti-leadership and suspicious of attempts to establish hierarchies of superior over inferior. The author explores the complex webs of meaning through which ancient experiences reverberate like dead metaphors, informing contemporary understandings without conscious awareness of such a heritage. This is a history in which “leaders” betrayed or oppressed and exploited the population, which in response turned against hierarchies and evolved practices of self-government that continue today, invisible and unrepresentable within the wider culture.Research limitations/implicationsThe study draws on contemporary feminist research methods that emphasise subjectivity, flux and change. These are often not understood by readers not accustomed to stepping out of a positivist onto-epistemological frame.Practical implicationsThe paper challenges the universalising tendencies of leadership theories that assume a shapeless mass; “followers” await the advent of a leader before they can become agentive.Social implicationsThe paper offers insights into a day-to-day world that is rarely explored.Originality/valueThe article demonstrates how emerging forms of qualitative research give insights into communities that undermine dominant, universalising theories of leadership, followership and government more generally.

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Section: Years Of Colonialism?mentioning

confidence: 99%

Leadership without “the led”: a case study of the South Wales Valleys

Harding

2021

IJPL

View full text Add to dashboard Cite

show abstract

Introduction

Cited by 1 publication

References 113 publications

Leadership without “the led”: a case study of the South Wales Valleys

Leadership without “the led”: a case study of the South Wales Valleys

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