Wood, M and Dibben, M, Leadership as Relational Process, Process Studies, 44, (1) pp. 24-47. ISSN 0360-6503 (2015) [Refereed Article]
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Various scholars defend the idea that leadership is something accomplished between the leader and the led, rather than something that coincides with the role of an individual manager. Even so, we argue that shared leadership implies a relational ontology grasping leadership as an ever-changing series of events that is thoroughly processual in nature. Supplementing existing analyses and expanding the possibilities for relational leadership research, we propose a view from the perspective of process philosophy, in which relations determine individual leaders and followers, and not the reverse. The process perspective invites us to see and to fee/leadership subjectively within ourselves, instead of simply looking at it objectively from the outside. Understanding leadership in this way, as an internally related complex occasion of experience, has implications for expanding the possibilities for what is known in management as relational leadership research.
|Item Type:||Refereed Article|
|Keywords:||Leadership, Applied Process Philosophy, Followership, Relational Leadership Research, Management Theory|
|Research Division:||Commerce, Management, Tourism and Services|
|Research Group:||Business and Management|
|Research Field:||Organisation and Management Theory|
|Objective Division:||Economic Framework|
|Objective Group:||Management and Productivity|
|Author:||Dibben, M (Associate Professor Mark Dibben)|
|Deposited By:||Tasmanian School of Business and Economics|
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