Zombie leadership: Dead ideas that still walk among us

Haslam, S. Alexander; Alvesson, Mats; Reicher, Stephen D.

doi:10.1016/j.leaqua.2023.101770

Cited by 9 publications

(4 citation statements)

References 139 publications

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“…This suggests that the role and impact of leadership as a resource might evolve over time and may be contingent on the availability and effectiveness of other resources during a prolonged crisis. Additionally, our findings indicate that consideration leadership and work engagement might have a reciprocal relationship, challenging the unidirectional view of leadership effects that were assumed in our study and other studies (Haslam et al, 2024). In light of these insights, we suggest that future research might benefit from taking a process view on the crisis (Wu et al, 2021), considering the dynamic interplay of resources, and their changing relevance over time to understand the complex relationship between leadership and employee wellbeing during extraordinary times.…”

Section: Theoretical Implicationscontrasting

confidence: 61%

Leading in times of crisis and remote work: perceived consideration leadership behavior and its effect on follower work engagement

Sedefoglu,

Ohly,

Schmitt

et al. 2024

Front. Organ. Psychol

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Based on the job-demands resources theory, we examine whether leadership behavior affects followers' work engagement in the context of remote work during times of crisis, and how this effect can be explained. We focus on consideration leadership and its impact on followers' engagement under conditions of enforced remote work during the COVID-19 pandemic. Therein, we examine the role of optimism as a potential mediator. To better understand how the impact of consideration leadership behavior unfolds during crises, we examine whether being new to remote work and feeling personally impacted by COVID-19 amplified the proposed relationship between consideration leadership and followers' engagement. A sample of 729 German employees participated in a three-wave study across 6 weeks in May and June 2020. Longitudinal structural equation modeling uncovered direct positive effects of consideration leadership on changes in followers' work engagement in the second time lag (T2 to T3), while optimism did not mediate this effect. Multigroup comparisons revealed that employees who worked from home were particularly responsive to consideration leadership. No moderating effects were found for whether the COVID-19 pandemic personally impacted employees. The discussion highlights the critical role of leadership in followers' motivation and wellbeing in times of crisis and remote work.

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Section: Theoretical Implicationscontrasting

confidence: 61%

Leading in times of crisis and remote work: perceived consideration leadership behavior and its effect on follower work engagement

Sedefoglu,

Ohly,

Schmitt

et al. 2024

Front. Organ. Psychol

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“…The field of leadership is just the most glaring incidence of the absence of 'theorizing power'. It is a field in which 'zombie' (Haslam et al 2024;Niesche 2016) theories still strut their stuff, regarding leadership as a personal attribute of elites, rather than as a socially constructed account that legitimizes their 'theorizing power' and the lack thereof on the part of their 'followers' as a normal part of a reality, a reality reified heavily in the interests of those currently occupying obligatory passage points in power relations. Such approaches are theoretically lifeless, freezing social and organizational relations, bathing them in a timeless legitimacy.…”

Section: Discussionmentioning

confidence: 99%

Reconstituting the centrality of power in management and organization studies

Carter,

Badham,

Whittle

et al. 2024

European Management Review

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This dialogue engages in some reflection on the role of power in management and organization studies, prompted by the publication of the second edition of Frameworks of Power, by Stewart R. . The dialogue includes contributions by Chris Carter, Richard Badham and Andrea Whittle and some thoughts in response by Stewart Clegg. The dialogue begins with an overview by Chris Carter, and then the further contributions both denounce the 'forgetting of power' in current views of organizational phenomena-such as leadership, team behaviour and resilience-in which differences in interests and in freedom of choice seem to be missing in action. Andrea Whittle first introduces the relationship between power and leadership, as a neglected topic, followed by Richard Badham, recalling lessons from the past that should not be forgotten. Reflecting on the dialogue, Stewart Clegg responds by relating power's salient dimensions and types to the model of circuits of power and calls for a resuscitation of some classically European management and organization theory ways of thinking about power and democracy.Keywords: circuits of power, democracy, dimensions of power, future-making, leadership, organizations, power relations Absences Over the past 30 years, management and organization studies' theory has expanded considerably, becoming more sophisticated in its theoretical and methodological range. Yet, it often sidesteps crucial aspects of power and politics. Given the undeniable and urgent presence of power and politics in everyday organizational life, this oversight is surprising. Whether it is a profitable business school facing budget cuts from the central university in which it is situated, a government slashing arts' spending to balance the books, a significant supermarket chain squeezing the margins on one of its suppliers, or wealthy polluting countries blocking strong measures to mitigate climate change, these are all demonstrations of power and politics. Power creates winners and losers. Within the broad canon of organization and management theory, there are researchers addressing these issues, but it is rarely the go-to explanation. Instead, our research often fails to confront issues of power and politics directly. As Open access publishing facilitated by The University of Sydney, as part of the Wiley -The University of Sydney agreement via the Council of Australian University Librarians.

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“…Empirical research which has investigated the nature of skilful coaching and expertise has failed to consider its contextual nature ( 53 ). Mirroring ongoing discussions in the leadership literature ( 54 ), this cross sport, individual focus ignores the need for coach capacities to be attuned to contextual demands. By conducting an empirical investigation into the practice of those deemed to possess expertise in academy football, there is an opportunity to initiate a long-desired paradigm shift, away from competencies and toward skill and expertise in coaching.…”

Section: What Can Experts Do—an Expertise Lensmentioning

confidence: 99%

Coaching adaptive skill and expertise in Premier League football academies—paving a way forward for research and practice

Ashford,

Taylor,

Newcombe

et al. 2024

Front. Sports Act. Living

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Within the domain of coach education researchers have long called for a paradigm shift, whereby the quality of coaching practice is no longer measured against a checklist of prescribed competencies. This desire to evolve coach education and development, has been aligned to the need to better identify, understand and utilise what adaptive skill and expertise looks, sounds and feels like across specific sport coaching contexts. This paper outlines a broader research plan for the Premier League to drive the progress of research informed practice, in turn shaping a coach development agenda focused on developing adaptive and skilful coaches within Academies. In turn, this is a core feature of the Premier Leagues institutional aim of developing the most skilful coaches in the world. However, in order to begin the process of initiating such a shift in the way things work, there is a need to seek first to understand, before being understood. Therefore, to demonstrate an evidence informed basis to this shift within coach education and development, we ask three questions; (1) Do we understand what the coaches with the highest level of expertise can do? (2) How should we identify coaches with expertise across different contexts? (3) What does coaching expertise research need to do? In answer to these questions, we present the lack of empirical investigation previously conducted in the sports coaching discipline to explore coaching expertise and draw on wider domains to offer possible capacities of skilful coaches who possess expertise. To identify coaches with expertise, coherent with the broader expertise literature, we suggest that this is best conducted via means of social validation. Finally, we offer a road map of investigation designed to explore expertise, formed of a mix of evidence informed methodologies which have not yet been utilised in sport coaching research.

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Zombie leadership: Dead ideas that still walk among us

Cited by 9 publications

References 139 publications

Leading in times of crisis and remote work: perceived consideration leadership behavior and its effect on follower work engagement

Leading in times of crisis and remote work: perceived consideration leadership behavior and its effect on follower work engagement

Reconstituting the centrality of power in management and organization studies

Coaching adaptive skill and expertise in Premier League football academies—paving a way forward for research and practice

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