Wood, M. (2005) The Fallacy of Misplaced Leadership. Journal of Management Studies, 43 (6). pp. 1101-1121. ISSN 0022-2380
abstract The leadership literature typically talks about the discrete individuality of its subject and particularly the personal qualities and capabilities of a few key people occupying top positions in a hierarchy. Current leadership research now has begun to generate new knowledge about leadership practice in relations of interpersonal exchange. Nevertheless, there is an urgent need for the ramifications of this insight to be more sufficiently developed. The current discussion explores how a perspective of process studies challenges the dominance of the field by individual social actors and discrete schemes of relations. Its aims are twofold. First, it will show how both of these latter epistemologies are lacking and suggest that current leadership research and development activities must rise to the ontological challenge of processes rather than things. Second, it looks at some methodological implications of this way of thinking as a productive incitement to future management studies.
|Institution:||The University of York|
|Academic Units:||The University of York > The York Management School|
|Depositing User:||York RAE Import|
|Date Deposited:||20 Apr 2009 15:35|
|Last Modified:||20 Apr 2009 15:35|
|Publisher:||Blackwell Publishing Ltd|