Leadership-as-Practice:Theory and Application

Leadership-as-Practice:Theory and Application
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出版社: Routledge
2016-02
ISBN: 9781138924864
装帧: 其他
页数: 310页
  • This book develops a new paradigm in the field of leadership studies, referred to as the "leadership-as-practice" (L-A-P) movement. Its essence is its conception of leadership as occurring as a practice rather than residing in the traits or behaviours of particular individuals. A practice is a coordinative effort among participants who choose through their own rules to achieve a distinctive outcome. It also tends to encompass routines as well as problem-solving or coping skills, often tacit, that are shared by a community. Accordingly, leadership-as-practice is less about what one person thinks or does and more about what people may accomplish together. It is thus concerned with how leadership emerges and unfolds through day-to-day experience. The social and material contingencies impacting the leadership constellation - the people who are effecting leadership at any given time - do not reside outside of leadership but are very much embedded within it. To find leadership, then, we must look to the practice within which it is occurring. The leadership-as-practice approach resonates with a number of closely related traditions, such as collective, shared, distributed, and relational leadership, that converge on leadership processes. These approaches share a line of inquiry that acknowledges leadership as a social phenomenon. The new focus opens up a plethora of research opportunities encouraging the study of social processes beyond influence, such as intersubjective agency, shared sense-making, dialogue, and co-construction of responsibilities. Joseph A. Raelin is Professor of Management and Organization Development at Northeastern University, USA. 1. Introduction Introduction to Leadership-as-Practice: Theory and Application
    Part 1: Background
    2. Mapping the Leadership-as-Practice Terrain: Comparative Elements
    3. The Philosophical Basis of Leadership-as-Practice from a Hermeneutical Perspective
    4. Democratic Roots: Feeding the Multiple Dimensions of Leadership-as-Practice
    Part 2: Embodied Nature
    5. Leadership as Identity: A Practice-Based Exploration
    6. Who's Leading the Way: Investigating the Contributions of Materiality to Leadership-as-Practice
    7. Turning Leadership Inside-Out and Back-to-Front: A Dialogical Hermeneutical Account
    Part 3: Social Interactions
    8. Where's the Agency in Leadership-as-Practice?
    9 Developing Leadership as Dialogic Practice
    10. Conversational Travel and the Identification of Leadership Phenomena
    Part 4: Application
    11. Gendered Relationships and the Problem of Diversity in Leadership-as-Practice
    12. Methodologies to Discover and Challenge Leadership-as-Practice
    13. Doing Leadership-as-Practice Development
  • 内容简介:
    This book develops a new paradigm in the field of leadership studies, referred to as the "leadership-as-practice" (L-A-P) movement. Its essence is its conception of leadership as occurring as a practice rather than residing in the traits or behaviours of particular individuals. A practice is a coordinative effort among participants who choose through their own rules to achieve a distinctive outcome. It also tends to encompass routines as well as problem-solving or coping skills, often tacit, that are shared by a community. Accordingly, leadership-as-practice is less about what one person thinks or does and more about what people may accomplish together. It is thus concerned with how leadership emerges and unfolds through day-to-day experience. The social and material contingencies impacting the leadership constellation - the people who are effecting leadership at any given time - do not reside outside of leadership but are very much embedded within it. To find leadership, then, we must look to the practice within which it is occurring. The leadership-as-practice approach resonates with a number of closely related traditions, such as collective, shared, distributed, and relational leadership, that converge on leadership processes. These approaches share a line of inquiry that acknowledges leadership as a social phenomenon. The new focus opens up a plethora of research opportunities encouraging the study of social processes beyond influence, such as intersubjective agency, shared sense-making, dialogue, and co-construction of responsibilities.
  • 作者简介:
    Joseph A. Raelin is Professor of Management and Organization Development at Northeastern University, USA.
  • 目录:
    1. Introduction Introduction to Leadership-as-Practice: Theory and Application
    Part 1: Background
    2. Mapping the Leadership-as-Practice Terrain: Comparative Elements
    3. The Philosophical Basis of Leadership-as-Practice from a Hermeneutical Perspective
    4. Democratic Roots: Feeding the Multiple Dimensions of Leadership-as-Practice
    Part 2: Embodied Nature
    5. Leadership as Identity: A Practice-Based Exploration
    6. Who's Leading the Way: Investigating the Contributions of Materiality to Leadership-as-Practice
    7. Turning Leadership Inside-Out and Back-to-Front: A Dialogical Hermeneutical Account
    Part 3: Social Interactions
    8. Where's the Agency in Leadership-as-Practice?
    9 Developing Leadership as Dialogic Practice
    10. Conversational Travel and the Identification of Leadership Phenomena
    Part 4: Application
    11. Gendered Relationships and the Problem of Diversity in Leadership-as-Practice
    12. Methodologies to Discover and Challenge Leadership-as-Practice
    13. Doing Leadership-as-Practice Development
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