Reflexivity and managerial practice

By J. Barge. 2004

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The role of transformational leadership in enhancing team reflexivity (2007, background): “A critical difference between individual reflexivity and team reflexivity is that reflexivity at the team level necessarily involves discussion and is thus observable behavior, and so can be seen as a relational activity (Barge, 2004).”
The Social Construction of Leadership: A Sailing Guide (2010, background): “Several writers combine a focus on reflexivity with ethics (Barge, 2004; Barge & Oliver, 2003; Clegg, Kornberger, & Rhodes, 2007; Cunliffe, 2004; Western, 2008).”
Considering context in discursive leadership research (2009, background): “Work by Barge (Barge, 2004; Barge & Fairhurst, 2008; Barge & Little, 2002; Barge & Oliver, 2003), Cunliffe (Cunliffe, 2001, 2002, 2004; Shotter & Cunliffe, 2003) and Holman and Thorpe (2003) extend Shotter’s work into the areas of managerial reflexivity, social poetics, and practical theory while co”
Living Leadership: A Systemic Constructionist Approach (2008, background): “For example, Barge (2004a) highlights the following account of how a manager in a psychiatric ward created a story to help her manage the unfolding situation: Over a period of 24 hours three nurses came to see me about what they viewed as ‘serious problem with the management of one of their…”