Proposals for the future of leadership scholarship: Suggestions in Phronesis

Allen, Scott J.; Rosch, David M.; Ciulla, Joanne B.; Dugan, John P.; Jackson, Brad; Johnson, Stefanie K.; Pace, Cindy; Kempster, Steve; Guthey, Eric; Murphy, Susan; Riggio, Ron E; Schrier, Karen “Kat”; Souba, Wiley “Chip”; Spiller, Chellie

doi:10.1177/17427150221091363

Cited by 7 publications

(3 citation statements)

References 46 publications

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“…On the other hand, as one luminary in the field once told this author in private conversation, the business school world values mostly social science, and not history. This ties in with Brad Jackson (Allen et al, 2022: 570) – a former geographer – writing in this journal that management and organization studies (and, by analogy, LS) are ageographic and ahistorical.…”

Section: How About Some History?mentioning

confidence: 79%

“…After addressing some of the reasons for the tenacity of the agentic approach in LS, the article turns its attention to possible remedies. The intention is not to take the criticism of leader centrism in LS to the other extreme and discount the existence of exceptional leaders and leadership; but to redress the lopsidedness of an approach, where, as Jackson writes, ‘(c)ontext is grudgingly and apologetically referred to in the limitations of the study’ (Allen et al, 2022: 570). Arguing that LS must strive to provide integrative models of leader-context interaction, the article suggests turning to history and biography.…”

Section: Introductionmentioning

confidence: 99%

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Leader-in-context and historical leadership research

Sanders

2023

Leadership

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Context remains an undervalued property in leadership studies (LS). After diagnosing some of the reasons for the dominance of leader centrism in LS, the article turns its attention to remedies. In doing so, it outlines a formula for what should be the prime lens in LS: the way in which leader and context interact, and how this is related to outcomes. Arguing that this leader-in-context is key to the understanding of leadership, the article suggests turning to history for modelling. As a discipline, history is well-suited to providing answers as to which part in specific outcomes are attributable to contextual factors, and which part belongs to the leader. The suggested method of leader-context attribution turns around comparative research and hermeneutics, supplemented by a dose of contrarianism. This allows for the determination of leitmotifs, two of which - context dependency and leadership as an organizational process that leverages collective force - are sketched in detail, through the use of case study material. Another fixture of the historical method that can be put to good use in investigating leader-context is kairos - the capacity to recognize, choose and capitalize on the opportune moment, and maintain momentum. The article concludes with a brief outlook on research desiderata; on how to take this new historical perspective in LS to the next level of scientific probity; and on the obstacles that stand in the way of this agenda.

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Section: How About Some History?mentioning

confidence: 79%

Section: Introductionmentioning

confidence: 99%

Leader-in-context and historical leadership research

Sanders

2023

Leadership

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“…The context in which leadership is practiced continues to change as our understanding of the concept expands (Allen et al, 2022), and leadership studies keep pace with this ongoing transformation. Indeed, the search for a formal concept of leadership can be genuinely "maddening" (Alvesson, 2019, p. 28).…”

Section: Introductionmentioning

confidence: 99%

To the things themselves: contributions of phenomenological epistemology to leadership studies

Medeiros,

Capaverde,

Santos

et al. 2023

Cad. EBAPE.BR

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Leadership theories developed since the beginning of the last century primarily represent positivist premises, strongly marked by the separation between subject and object, dichotomization, objectivism, quantification, reproduction, and validation. Based on this, we argue that the field needs epistemological approaches that challenge the mainstream of leadership studies. To this end, phenomenology can ground the possibility of understanding leadership as a world phenomenon. In theoretical terms, phenomenology is a return to the acts through which we gain knowledge of objects, thus the proposal to return to the things themselves. This article analyzes the contributions of phenomenology to leadership studies. In order to interact with such identified gaps in leadership studies, we explore the rescue of the lifeworld in the face of objectivism, the reconciliation between subject and object, the attribution of meanings, the epoché, and the change of positioning.

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Theoretical Framework of the Need Knowledge-Driven Organization

Kragulj

2022

Knowledge Management and Sustainable Value Creation

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Proposals for the future of leadership scholarship: Suggestions in Phronesis

Cited by 7 publications

References 46 publications

Leader-in-context and historical leadership research

Leader-in-context and historical leadership research

To the things themselves: contributions of phenomenological epistemology to leadership studies

Theoretical Framework of the Need Knowledge-Driven Organization

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