Leadership
Contemporary Critical Perspectives
Brigid Carroll, Jackie Ford, Scott Taylor, Brigid Carroll, Jackie Ford, Scott Taylor
Leadership
Contemporary Critical Perspectives
Brigid Carroll, Jackie Ford, Scott Taylor, Brigid Carroll, Jackie Ford, Scott Taylor
About This Book
Written from a global and critical perspective with a diverse range of cases and examples throughout, this is an inspiring read for developing leaders operating within global and multicultural work settings. 'Power' is taken as central theme for this book, opening up discussion about issues that are often neglected in leadership texts i.e. fairness, equity, justice, resistance, conflict, emancipation, oppression, rationality, politics, globalization, the natural environment, and knowledge. New to this edition:
- A new prologue: 'An Unconventional History of Leadership Studies?
- A new epilogue on 'Embodied Leadership, Ethics, and its Affects' written by David Knights, one of the authors of Embodied Research Methods (pub April 2019)
- 3 new topical integrative case studies, based on current events: Jacinda Ardern's pregnancy when PM; #MeToo; and Suma Foods co-operative
- Updated research and pedagogical features throughout, including the 'Leadership on Screen' feature
The book is complemented by a range of online resourcesincluding PowerPoint slides, videos of the book's authors providing an overview of the chapter and discussing why the topic is important, access to journal articles discussed in the book, and links to additional relevant material.
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Information
Part I Classical Theories of Leadership
Contents
- 1 Leadership, Management and Headship: Power, Emotions and Authority in Organizations 27
Donna Ladkin - 2 Trait Theories of Leaders and Leadership: From Ancient Greece to Twenty-first-century Neuroscience 49
Scott Taylor - 3 Leading through Contingencies 68
John G. Cullen - 4 Transformational Leadership: Secularized Theology? 93
Helen Delaney and Sverre Spoelstra
1 Leadership, Management and Headship Power, Emotion and Authority in Organizations
A musician and philosopher by background, Donna’s research into the aesthetics of leadership and organizations combines these orientations to question and refresh well-worn assumptions within leadership studies. In this chapter she brings philosophical precision to unravelling the dynamics at play within key organizational relations.
What this chapter is all about …
The key questions this chapter answers are:
- How are leadership, management and headship different, and why is that important?
- What kinds of power are related to each?
- How is leadership related to hierarchy and authority?
Introduction
- Why might it be important to separate them conceptually?
- Does each have a unique purpose?
- Are there times when it is appropriate to lead rather than manage or manage rather than lead?
- How is it possible to decide which activity better suits the context?
- Where has each arisen within the organizational field more broadly?
- What accounts for the current near obsession with leadership?
- Is it permissible in today’s twenty-first-century organizational context to be a mere manager, rather than a ‘leader’?
Why are these distinctions important?
Stop and Reflect 1.1

Stop and Reflect 1.2

- My definition of management is:
- My definition of leadership is:
- My definition of headship is:
Historic underpinnings
New organizational forms and the need for managers
- What is the optimal ‘span of control’ of a manager; that is, what is the largest number of direct reports a manager can have and still operate well? (Keren & Levhari, 1979)
- Given an organization’s purpose, what is its optimal size? (Williamson, 1971)
- What is the best organizational structure in terms of reporting relationships given an organization’s purpose? (Galbraith, 1971)