Dialectics of leadership

By David L. Collinson. 2005

419 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/63567d35945354974a6d0198a55661092eac3b8d

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Gender Studies

In Organizational Behavior and Human Resource Management

Citations in the corpus

Radical Authentic Leadership: Co-creating the conditions under which all members of the organization can be authentic (2012, background): “It is assumed here that followers require both influence and guidance in identifying their values, beliefs and meaningful objectives, and that this can be developed in the follower through the influence from the leader (Collinson, 2005).”
Studying Leadership Critically: A Psychosocial Lens on Leadership Identities (2010, background): “Collinson (2005, 2006) develops further the case for more critical research perspectives, advocating a poststructuralist approach that forms the basis of a quest for a shift in focus away from the myth of leader ship that advocates alienation, deskilling and reification of organizational forms and…”
Who will Lead and Who will Follow? a Social Process of Leadership Identity Construction in Organizations (2010, background): “Recently, theorists have begun to conceptualize leadership as a broader, mutual influence process independent of any formal role or hierarchical structure and diffused among the members of any given social system (Bedeian & Hunt, 2006; Collinson, 2005; Gemmill & Oakley, 1992; Gronn, 2002; Parry, 199”
Paradoxes of authentic leadership: Leader identity struggles (2014, background): “…of anxiety and guilt among the interviewed managers perhaps partly rest on a marginalisation of many contemporary ideas in more shared forms of leadership, such as processes, relations, interactions, recognition and participation, that sometimes is labelled post-heroic (Collinson, 2005).”
Diabolical dictators or capable commanders? An investigation of the differential effects of autocratic leadership on team performance (2015, background): “There is only limited work on the behaviors that occur surrounding the quest to gain or maintain power in teams (Collinson, 2005; DeRue & Ashford, 2010; Van Vugt et al., 2008).”
The Social Construction of Leadership: A Sailing Guide (2010, background): “Drawing from Mumby, Collinson (2005) argues that leadership processes would greatly benefit from this poststructuralist view of control and resistance as a set of “discursive, dialectical, contested and contradictory practices” in which “the meanings of such practices are to some extent open-ended, ”
Romancing leadership: Past, present, and future ☆ (2011, background): “…and Ehrlich (1988); Meindl (1998c) Awamleh and Gardner (1999); Bligh et al. (2005); Meindl (1995); Schyns et al. (2007) Antonakis and Atwater (2002); Collinson (2005); Katz and Kahn (1978); Shamir (1995) The role of follower perceptions and motivations in interpreting leadership ratings The…”
Shared leadership : A post-heroic perspective on leadership as a collective construction (2007, neutral): “Assuming that leaders alone are responsible for solving complex organizational problems means that the leader-as-villain image is quite common, even more after cases of corporate corruption as the Enron case in the US (Collinson, 2005).”
Followership, leadership and social influence (2013, background): “Historically, leadership research has concentrated on leader personality, behaviors, attitudes and perceptions when studying the emergence of leadership and leadership outcomes (Collinson, 2005; Lord & Brown, 2004; Yukl & Van Fleet, 1992).”
The Practice of Leadership in the Messy World of Organizations (2010, background): “As Collinson (2005) indicated, power does not come free: leaders need to understand that their activities create waves of substantive, symbolic and political consequences that may not all be fully evident in the passing moment.”
Examining the tensions in workplace flexibility and exploring options for new directions (2014, background): “…and tension for theory development and empirical research include organizational change (Barge et al., 2008; Seo et al., 2004), leadership (Collinson, 2005; Zoller and Fairhurst, 2007), organizational participation (O’Connor, 1995; Stohl and Cheney, 2001) and resistance (Bowring, 2004;…”
Prozac leadership and the limits of positive thinking (2012, background): “Yet, it is only relatively recently that the importance of followers’ resistance has been recognized in leadership studies (Banks, 2008; Collinson, 2005, 2006).”
Living Leadership: A Systemic Constructionist Approach (2008, background): “…are now being cast as discursive constructions (Fairhurst & Putnam, 2004), leadership is also being viewed as a discursive construction and a legitimate alternative to leadership psychology’s individualistic hold on all things leadership (Collinson, 2005; Fairhurst, 2007; Grint, 2000).”
It’s Not Just What is Said, but When it’s Said: A Temporal Account of Verbal Behaviors and Emergent Leadership in Self-Managed Teams (2019, background): “…and its behavioral antecedents; in thisway, our research is fully integratedwith the recent fundamental shift in the literature toward conceptualizing leadership as resulting from the moment-to-moment interactions between individuals (e.g., Collinson, 2005; Day et al., 2004; UhlBien, 2006).”