From Leadership-as-Practice to Leaderful Practice
Joseph A. Raelin
Northeastern University - D’Amore-McKim School of Business
May 31, 2011
Leadership, Vol. 7, No. 2, pp. 195-211, 2011
Consistent with views that see leadership emerging from social practices rather than from the external mind, this paper contributes to an emerging movement in leadership studies known as “leadership-as-practice” (L-A-P). This movement looks for leadership in its music and activity rather than in the traits and heroics of individual actors. The article distinguishes L-A-P from the individualistic approach by explaining its intersection with its dualistic counterpart, theory; with the agency-structure problem; and with relationality and meaning in organizations. It calls for a modification in classic approaches to research methodology and to leadership development. L-A-P is advised to consider its natural affinity with democratic participation through leaderful practices that systematically privilege the co-creation of social organization.
Number of Pages in PDF File: 29
Keywords: leadership, leadership-as-practice, leaderful practice, agency vs. structure, collective leadership, distributed leadership, leadership development
JEL Classification: J24, M10, M12, M14, M53, M54
Date posted: June 2, 2011
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