Leadership as Identity: Constructions and Deconstructions
By J. Ford, M. Learmonth, Nancy Harding. 2008
107 citations recorded by the source corpus.
View Paper: https://www.semanticscholar.org/paper/b8defdac5c254b9fd8b759798c4df3644bd91014
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Citations in the corpus
- Studying Leadership Critically: A Psychosocial Lens on Leadership Identities (2010, background): “…of leader ship, gender and managerial behaviour, and to exploring new approaches to researching leader ship in organizations (Alvesson, 2002; Alvesson & Sveningsson, 2003; Calas & Smircich, 1991; Fletcher, 2004; Ford, 2006; Ford & Harding, 2007; Ford et al., 2008; Pye, 2005; Sinclair, 2007).”
- Leadership Development as Identity Construction (2010, background): “In both inquiries, leadership development appears “to render leadership ever more elevated, more invincible and increasingly beyond critique” (p. 273) and consequently identity possibilities “are whittled down and down and down” (Ford et al., 2008, p. 79).”
- Identity undoing and power relations in leadership development (2013, background): “LDPs offer and promote a preferred rhetoric or set of norms about what leadership is, who a leader is and the self-work that leaders need to engage in (see Ford et al., 2008).”
- Leadership and charisma: A desire that cannot speak its name? (2011, background): “We have had longstanding concerns about the ways in which leadership theory denigrates those it calls ‘followers’, and our own research has shown the anxieties and confusion aroused in managers who are told they must be leaders (Ford et al., 2008).”
- The impossibility of the ‘true self’ of authentic leadership (2011, background): “Gardner et al. (2005) articulate the relationship between authentic leaders and their followers very clearly.”