Leadership On Demand: Followers as initiators and inhibitors of managerial leadership

Blom, Martin; Alvesson, Mats

doi:10.1016/j.scaman.2013.10.006

Cited by 51 publications

(51 citation statements)

References 43 publications

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“…We have also tried to do this in our work on leadership by looking at settings where leadership discourses were not overly dominating. By considering these settings more carefully, one of us has co-developed the concept of 'leadership on demand' -whereby a follower asks for or accepts leadership rather than having it foisted upon them (Blom and Alvesson, 2014; see also : Fryer, 2012). We think this gives an alternative potential for thinking about how leadership might be done.…”

Section: Pragmatism and Progressivismmentioning

confidence: 99%

Extending critical performativity

2016

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This is the accepted version of the paper.This version of the publication may differ from the final published version. Permanent AbstractIn this article we extend the debate about critical performativity. We begin by outlining the basic tenets of critical performativity and how this has been applied in the study of management and organisation. We then address recent critiques of critical performance. We note these arguments suffer from an undue focus on intra-academic debates; engage in author-itarian theoretical policing; feign relevance through symbolic radicalism; and repackage common sense. We take these critiques as an opportunity to offer an extended model of critical performativity involves focusing on issue of public importance; engaging with non-academic groups using dialectical reasoning; scaling up insights through movement building; and propagating deliberation.

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Section: Pragmatism and Progressivismmentioning

confidence: 99%

Extending critical performativity

2016

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“…We always are told things such as "a leader is responsible for direction, protection, orientation, managing conflict and shaping norms" (Heifetz & Laurie, 1997, p. 127). This may sound uncontroversial, but the statement implies that others are not responsible for, and in need of, direction, protection, orientation, and so on (Blom & Alvesson, 2014). Perhaps "non-leaders" often can take responsibility for and are not in need of direction, protection, and so on.…”

Section: Hero-worship and Other Forms Of Leadership Celebrationmentioning

confidence: 99%

Intellectual Failure and Ideological Success in Organization Studies

Alvesson

Kärreman

2015

Journal of Management Inquiry

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This article discusses the current self-confidence and apparent success-at least by market/popularity measures-of leadership studies (LS) in general and transformational leadership (TFL) in particular. An alternative interpretation is offered, suggesting that it is the ideological character of these approaches that account fortune their "success," at least in quantitative terms. Their wide appeal needs to be understood against the background of the fragmentation in the field before the entrance of these much more popularly appealing, but theoretically questionable ideas which lack credible empirical support. The article concludes that the currently popular streams are strongly structured by ideology-drawing on hero and religious mythologies-and suggests some ways to reduce the ideological overtone and the resulting tendency to produce tautologies and biased results.

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“…A growing literature has focused on the role of 'followers' in the leader-follower dyad and how followers influence and co-create leadership (Blom & Alvesson 2014;Carsten et al 2010;DeRue & Ashford 2010) as well as manage themselves (Manz 2015). Carsten et al (2010) found that followers' views of themselves could be cast on a continuum of passive -active -proactive follower.…”

Section: Theoretical Background From Follower To Proactive Self-leadermentioning

confidence: 99%

To See or Not to See: Importance of Sensemaking in Employee Self-direction

Bäcklander

2019

NJWLS

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Being self-directed is one of the most sought-after employee attributes. The present study examines managers' approaches to and conceptualization of employee self-directedness through semi-structured interviews with 13 managers from five companies in the Stockholm area. Analysis suggests two different emphases in trying to increase self-direction, with differing underlying assumptions: an evaluation emphasis where self-direction is conceptualized as an inherent property of the individual, and a cultivation emphasis suggesting a more interactionist perspective of selfdirection as an emergent behavior based on the interaction of individual and situational characteristics. Further, a 'seeing work'-skill emerged in all interviews, implicating situational judgment and attention as core to what is ultimately seen as successful self-direction. Managers with a cultivation emphasis mentioned as viable tactics those focused on supporting sensemaking and thus enriching the working situation to enable better discretionary situational judgments. KEYWORDS Implicit follower theories / knowledge work / proactive behavior / self-direction / selfleadership / sensemaking / Sweden / ICT industry / thematic analysis

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Leadership On Demand: Followers as initiators and inhibitors of managerial leadership

Cited by 51 publications

References 43 publications

Extending critical performativity

Extending critical performativity

Intellectual Failure and Ideological Success in Organization Studies

To See or Not to See: Importance of Sensemaking in Employee Self-direction

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