The DOI matches its Crossref record; 11 of the 11 references it cites were found in a registry or an index.
Imagine there are no leaders: Reframing leadership as collaborative agency
Abstract
Fearing that our overreliance on an individual, heroic model of leadership will only continue to dampen the energy and creativity of people in our organizations and communities, this essay proposes a practice perspective of leadership based on a collaborative agency mobilized through engaged social interaction. After briefly reviewing the emerging practice tradition in leadership studies, the article turns to the inseparable connection between leadership and agency and discusses how structure may pacify but, under dialogic conditions, release agency. Acknowledging the cultural constraints against collaborative agency, the account affirms its potential realization through interpersonal interaction and sociality. Specific leadership activities associated with collaborative agency and their conditions are illustrated. The paper concludes by showing how the collaborative agentic model might produce a more sustainable future for our world while suggesting avenues for future research of a collective rather than a personal approach to leadership.
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Cites
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Organizational Learning: A Theory of Action Perspective
Argyris, C., & Schön, D. A. (1997) · Reis · doi:10.2307/40183951 · Cited by 11,113 · cited 2×
“At times, the most rational approaches, even the normally dexterous application of double-loop learning (Argyris and Schön, 1978) through a cognitive regime orchestrated by an expert trainer, may not break through impasses that are humanly constructed.”
BackgroundEmirbayer, M., & Mische, A. (1998) · American Journal of Sociology · doi:10.1086/231294 · Cited by 6,165
Sociomaterial practices: exploring technology at work
Orlikowski, W. J. (2007) · Organization Studies · doi:10.1177/0170840607081138 · Cited by 3,248
Why doesn't this feel empowering? Working through the repressive myths of critical pedagogy
Ellsworth, E. (1989) · Harvard Educational Review · doi:10.17763/haer.59.3.058342114k266250 · Cited by 2,759
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Building bridges from the margins: The work of leadership in social change organizations
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“Ultimately, leadership becomes a consequence of collaborative meaning making in practice; in this way, it is intrinsically tied to a collective rather than to an individual model of leadership (Ospina and Foldy, 2010; Reckwitz, 2002).”
BackgroundOspina, S., & Foldy, E. (2009) · The Leadership Quarterly · doi:10.1016/j.leaqua.2009.09.005 · Cited by 288
Cited by
Rosqvist, B. (2019) · doi:10.1016/j.alter.2019.03.003 · Cited by 55
Merkel III: From Committed Pragmatist to ‘Conviction Leader’?
Helms, L., Van Esch, F., & Crawford, B. (2019) · German Politics · doi:10.1080/09644008.2018.1462340 · Cited by 50
Work-Based (Not Classroom) Learning as the Apt Preparation for the Practice of Management
Raelin, J. A. (2016) · Management Teaching Review · doi:10.1177/2379298115617736 · Cited by 26
Self-citation
Metadata
- Authors
- Raelin, J. A.
- Venue
- Leadership
- Publisher
- SAGE Publications
- Published
- 2014-11-25
- Volume
- 12
- Issue
- 2
- Pages
- 131-158
- ISSN
- 1742-7150 (ISSN-L)
- 1742-7169
- OpenAlex
- W1981663208
- Cited by
- 313
- References
- 11
- FWCI
- 31.95
- Type
- journal article
- Language
- en
- Open access
- closed
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