Qualitative Research and the Study of Leadership

Bryman, Alan; Bresnen, Mike; Beardsworth, Alan; Keil, Teresa

doi:10.1177/001872678804100102

Cited by 98 publications

(59 citation statements)

References 18 publications

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“…Future research might also attempt to replicate these results studying women and men managers as they operate in the organizational context, rather than through self-report measures. This would allow conclusions about behavioural diVerences between women and men to be made with a greater degree of certainty (Bryman, Bresnen, Beardsworth & Keil, 1988).…”

Section: Discussionmentioning

confidence: 99%

The multicultural context of brand loyalty

Palumbo

Herbig

2000

European Journal of Innovation Management

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A number of writers have suggested that when men dominate numerically in an industry, women in that industry experience pressure to alter their leadership style, which in turn impacts on their mental health. These assertions, based largely on limited research ndings and anecdotal evidence, were tested empirically. Specically, the study investigated the impact of working in either a male-or female-dominated industry on the leadership style, stress levels and mental health of 60 women and 60 men managers. As hypothesized, women and men in male-dominated industries did not diVer in interpersonal orientation, whereas in female-dominated industries women were more interpersonally oriented than men. Consistent with predictions, women did report more pressure from their jobs than men, with women in male-dominated industries reporting the highest level of pressure from discrimination. Although there was no overall diVerence between women and men's mental health, there was a diVerence in the pattern of relationships between leadership style and mental health. Women in maledominated industries reported worse mental health when they utilized an interpersonally oriented leadership style, whereas men in male-dominated industries reported better mental health when they utilized such a leadership style. These ndings suggest that both gender and the gender ratio of the industry in uence leadership style, stress and mental health, and as such contribute to our understanding of the barriers to women working in senior management roles in male-dominated industries.Many authors have raised the question as to why women are so under-represented as managers in general, and as senior managers in particular. Despite a gradual increase in the number of women in managerial roles, they are still estimated to ll only 25% of managerial positions in Germany, 28% in Switzerland, 33% in the UK

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Section: Discussionmentioning

confidence: 99%

The multicultural context of brand loyalty

Palumbo

Herbig

2000

European Journal of Innovation Management

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“…Like structuration theory, such a qualitative approach has greater sensitivity to the multi-contextual nature of leadership, is able to come up with unexpected results, and has a superior ability to capture the richness of the contexts as well as actors' individual views of, and influence on, process (e.g. Bryman, Bresnen, Beardsworth & Keil, 1988;Hunt & Ropo, 1995;Conger, 1998;Sjöstrand, Sandberg & Tyrstrup, 2001;and Bryman, 2004, for a recent review).…”

Section: Studying Leading (In) Clusters: Methodologymentioning

confidence: 99%

A silent cry for leadership: Organizing for leading (in) clusters

Sydow

Lerch

Huxham

et al. 2011

The Leadership Quarterly

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Leadership research so far has neglected regional clusters as a particular context, while research on networks and clusters has hardly studied leadership issues. This paper fills this dual gap in the abundant research on leadership on the one hand and on networks/clusters on the other by investigating leadership in four prominent photonics clusters in England, Scotland, Germany and the United States. Apart from giving an insight into the variety and patterns of leadership practices observed in these clusters, the paper addresses the dilemma that regional innovation systems such as clusters usually have a critical need of some kind of leadership, but that neither individual nor organizational actors wish to be led. This dilemma or paradox can only be 'managed' by organizing for leading (in) clusters in a way that takes into account the tensions and contradictions surrounding leadership of and in clusters. The argument is based upon the idea of leading as reflexive structuration that has far-reaching implications for leadership research not only in this and other macro contexts but also in more traditional contexts.

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“…In order to overcome the previous limitations in studying leadership and to avoid the limitations of any single method alone, multiple methods of measurement and research clearly should be utilized (Bryman, 2011a;Bryman, 2011b). Thus, strategic leadership researchers need to continue to enlarge their methodologies and data collection strategies to fit a wider set of research requirements (see Mayo et al (2003) and Siebert et al (2003).…”

Section: Methodsmentioning

confidence: 99%

"Re-thinking Strategic Leadership: On Stars, Clans, Teams and Networks"

Kriger

Zhovtobryukh

2013

AMPROC

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Acknowledgments:The authors wish to thank Louis (By) Barnes (Harvard University), Øystein Fjeldstad (Norwegian Business School BI), Jerry Hunt (Texas Tech University) and Brian Uzzi (Northwestern University) for their helpful comments in developing the early ideas in this article. Finally, special thanks is extended to Merril Simon (California State University, Northridge) for her help in extending the literature base for this paper in significant ways. propositions for the situational appropriateness of each of these four forms and identifies avenues for future research to advance the theory.

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Qualitative Research and the Study of Leadership

Cited by 98 publications

References 18 publications

The multicultural context of brand loyalty

The multicultural context of brand loyalty

A silent cry for leadership: Organizing for leading (in) clusters

"Re-thinking Strategic Leadership: On Stars, Clans, Teams and Networks"

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