Towards a theory of being-centered leadership: Multiple levels of being as context for effective leadership

Fry, Louis W.; Kriger, Mark P.

doi:10.1177/0018726709346380

Cited by 143 publications

(105 citation statements)

References 35 publications

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“…At various times, however, leadership and management have been described as being extensively researched yet having a high level of uncertainty about their conceptual underpinnings (see Burns, 1978 andGrint, 1995 for comment). In this vein we can point to instances where both leadership and management theory and research have been described as having a history of being fragmented and confusing (Gill, 2006;Hales, 1986Hales, , 1999Quinn, 1984;Whitley, 1984), being unconnected (Quinn, 1984;Hales 1986), needing a better appreciation of context (Fry and Kriger, 2009;Hales, 1999;Jepson, 2009;Osborn, et al, 2002;Osborn and Marion, 2009;Porter and McLaughlin, 2006;Zaccaro and Klimoski, 2001) and being derived from differing academic disciplines (Ghoshal, 2005;Gill, 2006). The similarity of these comments made separately about leadership and management is profound and raises the recurring question: are scholars discussing one and the same concept?…”

mentioning

confidence: 99%

Exploring power assumptions in the leadership and management debate

Edwards

Schedlitzki

Turnbull

et al. 2015

Leadership &Amp; Organization Development Journal

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Purpose – The purpose of this paper is to take a fresh look at the leadership and management debate through exploring underlying power assumptions in the literature. Design/methodology/approach – The paper is a conceptual discussion that draws on the power-based literature to develop a framework to help conceptually understand leadership in relation to management. Findings – The paper highlights the historically clichéd nature of comments regarding conceptual similarities and differences between leadership and management. The paper draws attention to a problem within this debate – a confusion regarding assumptions of power. As a result the paper brings to the forefront perspectives of management that are of an emergent and non-work perspective which enables the development of a framework of the literature that includes managers “doing” leadership, managers “becoming” leaders, “being” leaders and managers, and leaders “doing” management. The paper goes on to explore the meaning and potential behind each part of the framework and suggests a need to develop an understanding of “doing” leadership and management and “being” managers and leaders through an exploration of “becoming” in organisations. Originality/value – This paper provides a new perspective on the leadership and management or leadership vs management question by introducing a non-work, emergent or personal perspective on management. Furthermore, this paper concludes that whether leadership and management are similar or different is dependent upon which power construct underlies each phenomenon, a consideration that has been neglected in the leadership and management debate for some time.

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mentioning

confidence: 99%

Exploring power assumptions in the leadership and management debate

Edwards

Schedlitzki

Turnbull

et al. 2015

Leadership &Amp; Organization Development Journal

View full text Add to dashboard Cite

show abstract

“…Similar effects have been connected with a nonjudgmental disposition towards others (Fry & Kriger, 2009), in which there is no desire to see the other as less than oneself. These effects may also be connected with the theme of humility.…”

Section: Dialogue In Leadership Development Literaturementioning

confidence: 59%

“…In addition, there are strong arguments that situating experiential learning relationships in a broader relational context -a caring community -can favor the development of altruistic leadership tendencies (see, for example: Bono, Shen & Snyder, 2010;Fry & Kriger, 2009;Militello and Benham, 2010). Furthermore, Cunliffe (2009) has argued that an (internal) interpretation of ethics is entangled with lived-out morality in practical experience; and interpreting our experiences in-and-through respectful dialogue is therefore a key formational practice.…”

Section: Dialogue In Leadership Development Literaturementioning

confidence: 99%

Leadership Formation: Interpreting Experience

Hibbert

Beech

Siedlok

2017

AMLE

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ACKNOWLEDGEMENTSWe are grateful to our friend and colleague Christian Grahle, who contributed to the early development of our ideas. The authors would also like to acknowledge the constructive comments of the anonymous reviewers and the editor, William Foster. We would also like to dedicate this essay to the memory of Alex Danchev (August 26, 1955 -August 7, 2016, a brilliant interdisciplinary and interpretive scholar of art, history and politics, whose recent passing is a tragedy for many disciplines and intellectual discourse in general. LEADERSHIP FORMATION: INTERPRETING EXPERIENCE ABSTRACTIn this essay we look at leadership development differently, through the lens of philosophical hermeneutics. We show how three aspects of philosophical hermeneutics -focused on accumulating experience of interpretation, engaging in dialogue and interpreting experienceconnect with insights from the leadership development literature and lead to principles for a process of leadership formation. The process we describe explains how formation: extends historically through connection with traditions; involves processes of careful, situated dialogic engagement; and encompasses aesthetic engagement with experience in each event of interpretation. Building on these insights, we derive practical implications for educational policy and practice and develop theoretical implications for leadership development debates.

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“…This productivity enables them to engage in the addiction work and have the ability to be compassionate (New Hope Recovery Centre 2014). With this, they are able to be generative and creative in the work (Pardini et al 2000) and the impact of spirituality through being productive is that they are enabled to stay involved in the difficult work of addiction (Duchon and Plowman 2005), while being supported and enriched by their experiences (Bell and Taylor 2004;Fry and Kriger 2009).…”

Section: Discussionmentioning

confidence: 99%

‘Something Drew Me In’: The Professional and Personal Impact of Working with Spirituality in Addiction Recovery

Cleary

Donohue

2018

Religions

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This research addresses the impact of working with spirituality from the perspective of the addiction worker with five separate interviews conducted with people who have been working in the area of addiction for ten years or more. Interview transcripts were analysed using qualitative thematic analysis. Three themes emerged, the findings of which indicate that there is an impact on the addiction worker when spirituality is part of the recovery process. The themes that emerged are (A) Being Constructive (B) Productivity and (C) Managing Therapeutic Ruptures. The findings pose important implications for training and supervision of people involved in addiction work in that there needs to be an openness and awareness around spirituality whether the worker believes in it or not. The findings show that when spirituality is part of the recovery process, it enables the addiction worker to deal with and manage all issues that arise with the person with the addiction, as well as enhancing the work and life of the worker. Most striking across the five participant's transcripts was their ability to engage in the difficult work of addiction along with the opportunity that the participants have for personal and professional growth in their work and in their own spiritual life.

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Towards a theory of being-centered leadership: Multiple levels of being as context for effective leadership

Cited by 143 publications

References 35 publications

Exploring power assumptions in the leadership and management debate

Exploring power assumptions in the leadership and management debate

Leadership Formation: Interpreting Experience

‘Something Drew Me In’: The Professional and Personal Impact of Working with Spirituality in Addiction Recovery

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