Studying Leadership Critically: A Psychosocial Lens on Leadership Identities
By J. Ford. 2010
114 citations recorded by the source corpus.
This article explores a new approach to researching leadership in organizations through drawing on psychosocial accounts of the lives of managers as leaders. This study of managers’ lives through a critical, psychosocial analysis presents a different account of leadership identities and how these are constructed and how they function in oppressive ways. The analysis concludes that managers are not transcendental and are not homogeneous. Managers construct multiple, competing and ambiguous narratives of the selves. Key to this more critical approach is the contextual location and partiality of accounts of leadership, and the recognition that our sense of selves are not only entwined within the context and the situations in which they are performed, but also within the hegemonic discourses and culturally shaped narrative conventions.
Subfields: Gender Studies, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/0f724c7ec9b58b19b03f9c7568345d94a7739d8e
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In Gender Studies
In Organizational Behavior and Human Resource Management
Citations in the corpus
- In search of the perfect manager? Work-life balance and managerial work (2011, background): “It reveals that WLB discourses can generate considerable anxiety in managerial work (see also Ford, 2006, 2010).”
- The impossibility of the ‘true self’ of authentic leadership (2011, background): “There is now an emerging body of work which can be called ‘critical leadership studies’ that aims to take what Fournier and Grey (2000) call an anti-performative approach (Collinson, 2006; Collinson and Grint, 2005; Ford, 2006, 2010; Ford et al., 2008; Grint, 1997, 2010; Pye, 2005).”