Summary
Contents
Subject index
The charismatic transformational leader, who creates a 'vision' for the future of their organization and persuades others to follow their path towards it, is now the dominant viewpoint that underpins government policies towards leadership development in the English-speaking world. This book offers a much-needed corrective to this orthodoxy by focusing on current research and thinking about 'leadership' rather than 'leaders. A wide range of prominent international contributors present a rare self critical look at their own assertions and test alternative leadership models against recent research projects. They also demonstrate how their analysis is relevant to all countries where leadership is an issue. Major features include: ] alternative theories to understanding the nature of leadership ] how leadership could be analyzed ] re-analysis of recent research carried out by contributors in the light of one or more of the alternative theories examined ] implications of the alternative perspectives for leadership training This book is recommended to all staff and students involved in educational leadership, management or administration programmes.
Leadership, Learning and Negotiation in a Social Psychology of Organizing
Leadership, Learning and Negotiation in a Social Psychology of Organizing
Introduction
The purpose of this chapter is to introduce some key themes in a social psychology of organizing, and to show how they relate to recent research linking talk about leadership to talk about communities of practice. Our general approach is one form of social constructionism and attempts to show how a social psychology of organizing is social because it shows that talk about people and talk about contexts cannot be separated. We take the view that this is because the relationship between people and contexts is one of mutual creation: so, people create contexts and contexts create people. Furthermore, we suppose that both contexts and ...
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