Relational Leadership

Title: Relational Leadership
Authors: Ann L Cunliffe and Matthew Eriksen

Abstract: This article aims to extend contemporary work on relational leadership theory by conceptualizing leadership as embedded in the everyday relationally-responsive dialogical practices of leaders. Relational leadership requires a way of engaging with the world in which the leader holds herself/himself as always in relation with, and therefore morally accountable to others; recognizes the inherently polyphonic and heteroglossic nature of life; and engages in relational dialogue. This way of theorizing leadership also has practical implications in helping sensitize leaders to the importance of their relationships and to features of conversations and everyday mundane occurrences that can reveal new possibilities for morally-responsible leadership. We develop and illustrate the notion of relational leadership by drawing on the work of Bakhtin and Ricoeur, and on an empirical study of Federal Security Directors.

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Which Identities Matter?

Which Identities Matter?

“Following V. D. Miller, Allen, Casey, and Johnson (2000) and Cheney (1983), we seek to characterize, rather than simply quantify, participants’ understandings of their attachments to group, organization,
and profession and the stresses associated with those attachments.”

Dilemmas in Qualitative Interviews

Dilemmas in Qualitative Interviews

“The paper explores some of the emotional and ethical tensions in analysing and presenting research results and briefly discusses some implications for research training.”

Stories in Organizations

Stories in Organizations

“This conceptual piece generates additional insight into the topic of narrative by focusing on stories that are repeated in organizations, which we believe adds to theory in several ways.”

A Cultural Approach to Organizational Climate

A Cultural Approach to Organizational Climate

“Climate exhibits those behavioral and attitudinal characteristics of participants which are more empirically accessible to external observers. Culture, on the other hand, represents a more implicit feature of organizations.”

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