The Hero in History.

Hook, Sidney

doi:10.2307/2262638

Cited by 65 publications

(20 citation statements)

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“…The notion of the hero has a long his-tory Hook, 1943). It has had an enduring influence in leadership theory and practice, particularly through the so-called 'great man' theory (Carlyle, 1841/1993, Spector, 2016, and it continues to be influential in popular leadership publications (e.g.…”

Section: Resultsmentioning

confidence: 99%

‘No More Heroes’: Critical Perspectives on Leadership Romanticism

Collinson

Jones

Grint

2017

Organization Studies

113

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Abstract:This paper revisits Meindl et al's (1985) 'romance of leadership' thesis and extends these ideas in a number of inter-related ways. First, it argues that the thesis has sometimes been neglected and/or misinterpreted in subsequent studies. Second, the paper suggests that romanticism is a much broader and more historically rich term with wider implications for leadership studies than originally proposed. Arguing that romanticism stretches beyond leader attribution, we connect leadership theory to a more enduring and naturalistic tradition of romantic thought that has survived and evolved since the mid-18th century. Third, the paper demonstrates the contemporary relevance of the romanticism critique. It reveals how the study of leadership continues to be characterised by romanticising tendencies in many of its most influential theories, illustrating this argument with reference to spiritual and authentic leadership theories, which only recognise positive engagement with leaders. Equally, the paper suggests that romanticism can shape conceptions not only of leaders, but also of followers, their agency, and their (potential for) resistance. We conclude by discussing future possible research directions for the romanticism critique that extend well beyond its original focus on leader attribution to inform a broader critical approach to leadership studies. This paper revisits Meindl et al's (1985) 'romance of leadership' thesis and extends these ideas in a number of inter-related ways. First, it argues that the thesis has sometimes been neglected and/or misinterpreted in subsequent studies. Second, the paper suggests that romanticism is a much broader and more historically rich term with wider implications for leadership studies than originally proposed. Arguing that romanticism stretches beyond leader attribution, we connect leadership theory to a more enduring and naturalistic tradition of romantic thought that has survived and evolved since the mid-18 th century. Third, the paper demonstrates the contemporary relevance of the romanticism critique. It reveals how the study of leadership continues to be characterised by romanticising tendencies in many of its most influential theories, illustrating this argument with reference to spiritual and authentic leadership theories, which only recognise positive engagement with leaders. Equally, the paper suggests that romanticism can shape conceptions not only of leaders, but also of followers, their agency, and their (potential for) resistance. We conclude by discussing future possible research directions for the romanticism critique that extend well beyond its original focus on leader attribution to inform a broader critical approach to leadership studies.

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Section: Resultsmentioning

confidence: 99%

‘No More Heroes’: Critical Perspectives on Leadership Romanticism

Collinson

Jones

Grint

2017

Organization Studies

113

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“…The greater the stress, the greater the compulsion to give power to a central authority (cf. Hook, 1943;Korten, 1962).…”

Section: Stress and Group Decision Makingmentioning

confidence: 99%

Group decision making under stress.

Driskell¹,

Salas²

1991

Journal of Applied Psychology

216

142

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Understanding the processes by which task groups function is a major concern of social psychologists who study small groups. Equally important to the applied group researcher is the understanding of how group processes are altered by the external environment. Research suggests that organizations respond to stress with a centralization of authority so that decision making becomes concentrated in the higher levels of an organizational hierarchy. In this study, this hypothesis was extended to the small-group level of analysis, and the effects of stress on group status and decision making were examined. Experimental results clarify and delimit the centralization-of-authority hypothesis: Rather than centralizing authority and decision making under stress, group leaders and group members become more receptive to information provided by others. Implications for group decision making are discussed.Modern complex and high-risk technologies are inherently contradictory. On one hand, they greatly extend the range of human potential; for example, military anti-air warfare (AAW) systems allow military personnel to "see" aircraft at great distances. On the other hand, these systems also increase the potential for catastrophic error; in an AAW environment, the amount and complexity of information that must be processed in a short period of time once a target has been identified is enormous. We note several characteristics of these high-technology systems: (a) They pervade the aerospace, military, petrochemical, and nuclear industries; (b) they involve complex tasks that usually require interdependent or team performance; (c) during emergency or crisis conditions, operators have to make critical decisions under extreme stress; and (d) operator error is usually cited as a primary cause of system failure (see Perrow, 1984). Thus, although the necessity for effective performance under stress has been present since our ancestors were first chased with a club, it is likely that modern systems have both increased the stress under which humans must perform, as well as the consequences of poor performance.The deleterious effects of stress on human performance are well documented and have been a focus of research in the social and behavioral sciences for a number of years. Numerous studies have demonstrated cognitive, behavioral, and emotional responses to stress at the individual level (Harris, 1981;Keinan, 1987;Taylor, Buunk, & Aspinwall, 1990). Considerably less is known about the effects of stress on group performance. This is particularly surprising for several reasons. First, the complexity and scope of modern-day tasks often require group efforts (see

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“…Instead of asking what the hub might represent, our immediate interpretation is that leaders are in the hub and they are important and should be the focus on our attention. We confound centrality with importance and importance with leadership, most likely a consequence of our "great man" theories of history (Carlyle [1841(Carlyle [ ] 2013Hook 1950) and organizational studies that view leadership as a key determining factor in organizational performance (Karadağ 2015).…”

Section: Discussionmentioning

confidence: 99%

Monitoring and Disrupting Dark Networks: A Bias Toward the Center and What It Costs Us

Roberts

Everton

2016

Eradicating Terrorism From the Middle East

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The goal of this article is to explore this analytic bias-how it is manifested, why it appears so extensive, and what unwitting limitations it imposes on our strategic options to counter terrorism. We use data from a study of the Syrian opposition network that was conducted in the CORE Lab at the Naval Postgraduate School in Monterey California (Lucente and Wilson 2013). The original study sought to provide a window into the armed opposition units against the regime of Syrian President Bashar Assad. This article proceeds as follows: We begin by reviewing the various strategies that can be used for disrupting dark networks. These can be broken down into two broad categories -kinetic and non-kinetic. The former uses coercive means for disruption while the latter seeks to undermine dark networks using with subtler applications of power. Drawing on a previous analysis, we illustrate how some of these strategies can be implemented, while at the same time highlighting our own bias in that study toward central actors. We then turn to an analysis of the Syrian opposition network, highlighting how a central focus can blind analysts to other important aspects of a network; in this case, elements that ultimately aligned themselves with the Islamic State of Syria (ISIS). We conclude with some implications for the future use of SNA to monitor and disrupt dark networks.

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The Hero in History.

Cited by 65 publications

References 0 publications

‘No More Heroes’: Critical Perspectives on Leadership Romanticism

‘No More Heroes’: Critical Perspectives on Leadership Romanticism

Group decision making under stress.

Monitoring and Disrupting Dark Networks: A Bias Toward the Center and What It Costs Us

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