Reflexive Leadership

Making a case for a reflexive approach to leadership that is informed by in-depth studies of managers. The book aims to facilitate reflexivity in terms of challenging one's position - understanding of leadership - and considering alternatives.

Informationen zum Autor Mats Alvesson works at Lund University and also part-time at the University of Queensland and Cass Business School, City University. He has published about thirty books on critical theory, organizational culture, leadership, gender and qualitative and reflexive methods. Stefan Sveningsson is Professor of Business Administration at the School of Economics and Management, Lund University. He has been visiting researcher at Cardiff Business School, Melbourne University, University of Sydney and Auckland Business School. His research includes leadership, managerial work, strategic and organizational change and organization of knowledge intensive work. He has published several books and journal articles. Recent books include Changing Organizational Culture (2ed, Routledge, 2015, with M Alvesson), Managerial Lives: Leadership and Identity in an Imperfect World (Cambridge University Press, 2016, with M Alvesson), and Reflexive Leadership (SAGE, 2017, with M Alvesson & M Blom). Klappentext Making a case for a reflexive approach to leadership that is informed by in-depth studies of managers. The book aims to facilitate reflexivity in terms of challenging one's position - understanding of leadership - and considering alternatives. Zusammenfassung Making a case for a reflexive approach to leadership that is informed by in-depth studies of managers. The book aims to facilitate reflexivity in terms of challenging one's position - understanding of leadership - and considering alternatives. Inhaltsverzeichnis Chapter 1: Leadership: The Need for a Reflexive Approach Chapter 2: On Reflection and Reflexivity Chapter 3: Perspectives on Leadership Chapter 4: Leadership Beyond Ideology, Harmony and All-inclusiveness: The Case for a More Nuanced View Chapter 5: Leadership and Organizational Culture Chapter 6: Followership and Its Alternatives Chapter 7: Modes of Organizing Chapter 8: Leadership Varieties: The 5P Framework Chapter 9: Constraints on Leadership in Managerial Work Chapter 10: Alignment or Misfit in Leadership Constructions? Chapter 11: Reflexive Group Work on Leadership and Its Alternatives Chapter 12: Reflexive and Unreflexive Leadership Chapter 13: The Reflexive Follower (LIP) Chapter 14: Conclusions: Reflexivity, Trap-awareness and a Suggested Way Forward ...

Autorentext

Mats Alvesson ****works at Lund University and also part-time at the University of Queensland and Cass Business School, City University. He has published about thirty books on critical theory, organizational culture, leadership, gender and qualitative and reflexive methods.

Stefan Sveningsson is Professor of Business Administration at the School of Economics and Management, Lund University. He has been visiting researcher at Cardiff Business School, Melbourne University, University of Sydney and Auckland Business School. His research includes leadership, managerial work, strategic and organizational change and organization of knowledge intensive work. He has published several books and journal articles. Recent books include Changing Organizational Culture (2ed, Routledge, 2015, with M Alvesson), Managerial Lives: Leadership and Identity in an Imperfect World (Cambridge University Press, 2016, with M Alvesson), and Reflexive Leadership (SAGE, 2017, with M Alvesson & M Blom). ****

Inhalt

Chapter 1: Leadership: The Need for a Reflexive Approach
Chapter 2: On Reflection and Reflexivity
Chapter 3: Perspectives on Leadership
Chapter 4: Leadership Beyond Ideology, Harmony and All-inclusiveness: The Case for a More Nuanced View
Chapter 5: Leadership and Organizational Culture
Chapter 6: Followership and Its Alternatives
Chapter 7: Modes of Organizing
Chapter 8: Leadership Varieties: The 5P Framework
Chapter 9: Constraints on Leadership in Managerial Work
Chapter 10: Alignment or Misfit in Leadership Constructions?
Chapter 11: Reflexive Group Work on Leadership and Its Alternatives
Chapter 12: Reflexive and Unreflexive Leadership
Chapter 13: The Reflexive Follower (LIP)
Chapter 14: Conclusions: Reflexivity, Trap-awareness and a Suggested Way Forward