Professor Collinson also explains how leadership has changed over time. The term CLS refers to a broad, diverse and heterogeneous set of perspectives that share a concern to critique the power relations and identity constructions through which leadership dynamics are often reproduced, frequently rationalized, sometimes resisted and occasionally transformed. They also identified three critical characteristics of … What is more, any opposition is made even harder when many critical colleagues seem happy simply to go along with such changes. On a final note, earlier, we mentioned the classic movies Saturday Night, Sunday Morning and From Here to Eternity because their characters contradict some of the assumptions of the discourses of followership. Language in those articles was frequently more heated than in the mainstream media. Redefining themselves – the defenders of capitalism – as leaders (with workers now cast as followers) is appealing as one potential avenue towards such control, not least because it tends to hollow out classical notions of organizational politics, reducing debate about alienation and exploitation to problem solving and team building (Lears, 2015). The method of study was to select leaders of eminence and their characteristics were studied. In exceptional cases, subordinates may, even (seek to) depose leaders (Mole, 2004). When Mark first started in the NHS no one officially had that title; everyone was an administrator. By using this language of leadership, Collinson and Tourish also fall into the trap Alvesson and Kärreman (2016: 142) identify: Many researchers find a market for work using the popular signifier “leadership” because … mainstream approaches have made leadership fashionable. (1998) ‘The charismatic rela-, Gemmill, G. and Oakley, J. For decades leadership theories have been the source of numerous studies. Is it possible to assume that each individual has his or her own will and that this freedom should be exercised in the world if most of us are destined to be followers? It seems likely that no shop steward (or anyone else) would have called Rita a leader back in the 1960s. However, its impact as a critical project may be limited by the way it has generally adopted this mainstream rhetoric of leader/follower. appreciate that the former may be one aspect of, the latter. A number of high quality papers presented at the ISLC have subsequently been published in Leadership. Questioning, the biological essentialism that can underpin such, debates, critical feminist studies explore the gen-, dered nature of leadership, management and, organization (Martin, 1990), focusing in particular, men and women (Bacchi, 1990), and also between, Recognizing that people are inherently gendered, beings in socially constructed ways, critical femi-, nists suggest that the dialectics between men and, women, masculinity and femininity, as well as, between paid employment and domestic work are, inescapable features of gender and leadership, dynamics (Bligh and Kohles, 2008). What we call things sanctions certain forms of discourse and knowledge, while disqualifying other possible ways of knowing and being in the world. (Northhouse, 2007). Fast Food, Fast Talk: Service Work and the Routinization of Everyday Life. abstract = "This chapter explores the growing impact of Critical Leadership Studies (CLS). that they can be out of touch, unaware or unsympathetic. Almost since the idea of organizational leadership was first introduced, leadership has had its critics. So, for example, the dialectic of control in, the context of leadership dynamics focuses on the, simultaneous interdependencies and asymmetries, between leaders and followers as well as their, ambiguous, shifting and potentially contradictory, conditions, processes and consequences. So, rather than, as Collinson and Tourish (2015: 577) believe, being ‘fundamentally about the effective or ineffective exercise of power, authority, and influence’ we suggest that the terms leadership and followership are at root performative (Gond et al., 2015). Milgram’s (1963) experiments highlighted peo-, pointed to ‘the fear of freedom’ where indi, try to shelter in the perceived security of being, told what to do and what to think, viewing this as, a less-threatening alternative to the responsibility. If you have the appropriate software installed, you can download article citation data to the citation manager of your choice. power dynamics are highly context specific. Some researchers draw on Hirschman’s, (1970) ideas to argue that resistance enables, 1986). Finally, we examine the work of Collinson and Tourish (2015) to demonstrate the dangers of the universalization of leadership that an unreflexive use of leader and follower can imply – even in an article that is otherwise highly successful in critiquing mainstream leadership studies. House, 1971). Additionally, we generate insights on two patterns that explain why it is so difficult to abandon a heroic image by revealing the crucial role of one’s sense of self-as-a-leader. Mark Learmonth is Professor of Organization Studies and Deputy Dean (Research) at Durham University Business School, Durham, UK. They point to the Nazi extermina-, tion of six million Jews and the explanation from. She argues that, we need to move towards greater fluidity in lead-, ership research by recognizing that people have. For example, as the holder of the office of Deputy Dean at his Business School, one of us (Mark) does not officially have an administrative job, nor even a management role; rather, according to the university’s designation he holds a ‘leadership position’. (2010: 10) are therefore surely correct in claiming that ‘leadership is both congruent with, and emblematic of, dominant contemporary understandings of what is valuable in organizations’. However, attempts to establish absolutist distinctions between them [leadership and management] can be viewed as another example of the “dichotomizing tendency” in leadership studies. It is a short extract from the recent writings of David Collinson, juxtaposed with work he published some 26 years earlier. In G. R. Goethals, G. Knights, D. (1997) ‘Organization theory in the age of decon-. Indeed in certain cases, even worker accommoda-, tion with managerial objectives can enable them, to conceal resistance within the appearance of, Disguised dissent is also particularly likely to, occur where surveillance has become increasingly, pervasive: for example, where hierarchical control, is reconfigured through performance targets, (Collinson, 2003). SN - 9781848601468. The analysis follows the structure of Butler’s reading of the Dialectic and develops understanding of the norms that govern how leadersmanagers should act and the persons they should be. Our intent is not so much to debate what leaders and followers are, but to show what the use of these terms does; particularly when deployed as apparently routine and more-or-less unnoticed generics for hierarchical groups within organizations. This focus on the power/resistance dialectic, engage in resistance (in a mechanical or predeter-, mined way), or that their opposition is necessarily, effective. Studies suggest that followers are, frequently more knowledgeable and oppositional, than has typically been acknowledged in the. communication studies (Baxter and Montgomery, 1996). Type Article Author(s) Mark Learmonth, Kevin Morrell Date 13/05/2016 Page start 174271501664972 DOI 10.1177/1742715016649722 Is part of Journal Title Leadership ISSN 1742-7150 EISSN 1742-7169 Short title Leadership. tion with machinery and technology (Cockburn, 1983). Judith Butler’s reading of Hegel’s master/slave would work with either leader/follower or manager/worker as the dialectic. This project seeks to develop a critical approach to leadership theories and practices informed by a primary inter-related focus on power and identity. Focusing particularly, on the situated and shifting power relations, between leaders, managers and followers, CLS, suggest that dialectical perspectives can facilitate, new ways of thinking about their complex, ambig-. 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