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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Emotions in the Learning Organization

Emotions in the Learning Organization

“Edward Hess on role of emotions in the learning organization.”

Committed to Ineffective Strategies?

Committed to Ineffective Strategies?

“Organizational blind spots arise when leadership and/or operational members in organizations are unable to acknowledge unworkable strategies.”

Late

Late

“Samuel hurried in and grabbed the first seat available. Having quickly sat down he slowly looked up. What was going to happen? To his relief the group leader welcomed him to the meeting as did others. “

What makes leadership “good enough”?

What makes leadership “good enough”?

“…the “good enough” leader (GEL), like the “good enough” mother, does not try to be obsessively and compulsively
perfect, machine-like, in his or her attunement with and response to the organisation…The “good enough” style of leadership contrasts with two culturally widespread and familiar styles of leadership…“hard” and “soft.”

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