Managers Doing Leadership: The Extra-Ordinarization of the Mundane

By Mats Alvesson, Stefan Sveningsson. 2003

438 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/c453952b2f380d5e1db6a86d9f1f192e64dc564f

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In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Values and behaviors of effective lean managers: Mixed-methods exploratory research (2017, background): “These normal, day-to-day, even ‘mundane’ behaviors take on special significance because they are enacted by the leader (Alvesson & Sveningsson, 2003).”
Patterns and dynamics of users' behavior and interaction: Network analysis of an online community (2009, background): “…managerial practices and leadership that underlie the importance of not only directing, monitoring, exercising inﬂuence, and doing the talking, but also more mundane non-directive dimensions, such as listening and being receptive and well-disposed toward others (Alvesson & Sveningsson, 2003).”
Considering context in discursive leadership research (2009, methodology): “It follows that the seemingly endless debates over the definition of leadership in mainstream research (Alvesson & Sveningsson, 2003a; Barker, 1997; Rost, 1993) appear futile for discursive scholars because leadership is, in effect, a design problem (Kelly, 2008; Kelly et al., 2006).”
Leadership and Change: The Case for Greater Ethical Clarity (2011, positive): “Yet, as Alvesson and Sveningsson (2003) observe, what makes their actions extraordinary, in their mind, is that they are done by them, which, of course, is a working definition of egoism.”
Managerial coaching: challenges, opportunities and training (2013, background): “Alvesson and Sveningsson (2003) note that although listening is not entirely missing from the leadership literature, it does feature less frequently than one might expect.”
Leadership in the Plural (2012, background): “The last important—and more contemporary—influence on the contributions in this relational category is the practice turn in leadership studies (e.g. Alvesson & Sveningsson, 2003a, 2003b; Carroll, Levy, & Richmond, 2008; Holmberg & Tyrstrup 2010), which underlines the importance of studying…”
How leadership matters: The effects of leaders' alignment on strategy implementation (2010, positive): “Assumptions Part of the ambiguity in leadership research stems from the lack of clarity in the many definitions of the construct itself (Alvesson & Sveningsson, 2003; Bedeian & Hunt, 2006).”
The Practice of Leadership in the Messy World of Organizations (2010, background): “In other words, John’s persuasive interventions in meetings, Ivor’s skilful ‘listening and chatting’ with employees (Alvesson & Sveningsson, 2003a), and Martin’s brave performance in public hearings depend in part for their success on everything that has gone before as well as the collaborators and…”
Are leaders' well-being, behaviours and style associated with the affective well-being of their employees? A systematic review of three decades of research (2010, background): “Alvesson and Sveningsson (2003) suggested a rethinking of leadership, taking seriously the mundane, almost trivial, aspects of what managers and leaders actually do.”
Leadership as Practice: Challenging the Competency Paradigm (2008, background): “…now and, while we have seen momentum in critical leadership research (Gemmill and Oakley, 1992; Grint, 2005), interpretative leadership research (Alvesson & Sveningsson, 2003a, 2003b, 2003c) and process leadership theory (Wood, 2005), undoubtedly the leadership field has some way to go before…”
A dynamic theory of leadership development (2009, background): “These, in turn, influence the development of future perspectives ( Alvesson and Svenningson, 2003”
Leadership: A categorical mistake? (2008, background): “As they state: ‘Our general impression is that it is difficult to say anything of the possible existence of leadership in the great majority of organizations and management situations’ (Alvesson & Sveningsson, 2003a: 377).”
Mere listening effect on creativity and the mediating role of psychological safety. (2018, background): “For example, listening has been listed as part of supervisors’ soft skills (Alvesson & Sveningsson, 2003; Marques, 2013) and as a central part of respectful behaviors (Van Quaquebeke & Eckloff, 2010; Van Quaquebeke & Felps, 2016).”
The Social Construction of Leadership: A Sailing Guide (2010, background): “Also, Alvesson and Sveningsson (2003b) show how leadership is made extraordinary when mundane acts are performed by managers in the hierarchy.”