Academic amnesia and vestigial assumptions of our forefathers

Bedeian, Arthur G.; Hunt, James G.

doi:10.1016/j.leaqua.2005.12.006

Cited by 136 publications

(105 citation statements)

References 17 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…It appears therefore that the concept of leadership has the potential for confusion based on different underlying power constructs. It is this confusion that Bedeian and Hunt (2006) highlight. Their exchange of letters points out that some studies view leaders as those holding formal positions (e.g.…”

Section: Exploring Underlying Power Assumptionsmentioning

confidence: 98%

“…In relation to power, leadership has, in the past, been divided into two classifications (Bedeian and Hunt, 2006;House and Baetz, 1979). Firstly, those that concern individuals who are assigned (or where leadership identity is derived from) formal or legal authority to direct others -referred to as 'formal leaders' or more recently 'purported' leaders (Kort, 2008;Ridgeway, 2003).…”

Section: Exploring Underlying Power Assumptionsmentioning

confidence: 99%

“…Judge, et al, 2002). Bedeian and Hunt (2006) also discuss a related issue, which is that the terms -leadership and management -are sometimes used interchangeably (highlighted originally by Segal, 1981) and writers fail to let the reader explicitly know that this has occurred. Within this paper we underline the fundamental nature behind this confusion and propose that both views of leadership and management are conceptually acceptable.…”

Section: Exploring Underlying Power Assumptionsmentioning

confidence: 99%

“…Factors indicative of transactional leadership, such as contingent reward and management-by-exception are, in part, dependent on managerial authority in organisations. It is no surprise that Bedeian and Hunt (2006) therefore concluded that leadership is a subset of management. This paper advises a much broader view and further research is needed in understanding the similarities and differences between concepts and identities of leadership and management derived from quadrants two, three and four.…”

Section: Implications For Further Researchmentioning

confidence: 99%

“…In their paper, Bedeian andHunt (2006: 1900) also conclude by arguing for 'the assumption that leadership is a subset of management, with both needing to be carried out to ensure organisational success.' The framework developed within this paper expands on this assumption by introducing thinking around management as a nonwork or non-positional construct into the leadership and management debate -a view recognised within the general management literature (Alvesson and Willmott, 1996;Easterby-Smith, 1994;Grey, 1999;Mangham, 1986;Mant, 1977;Thomas, 2003;Tsoukas, 1994;Watson, 2001;Willmot, 1984) for a number of years (e.g.…”

mentioning

confidence: 99%

See 4 more Smart Citations

Exploring power assumptions in the leadership and management debate

Edwards

Schedlitzki

Turnbull

et al. 2015

Leadership &Amp; Organization Development Journal

View full text Add to dashboard Cite

Purpose – The purpose of this paper is to take a fresh look at the leadership and management debate through exploring underlying power assumptions in the literature. Design/methodology/approach – The paper is a conceptual discussion that draws on the power-based literature to develop a framework to help conceptually understand leadership in relation to management. Findings – The paper highlights the historically clichéd nature of comments regarding conceptual similarities and differences between leadership and management. The paper draws attention to a problem within this debate – a confusion regarding assumptions of power. As a result the paper brings to the forefront perspectives of management that are of an emergent and non-work perspective which enables the development of a framework of the literature that includes managers “doing” leadership, managers “becoming” leaders, “being” leaders and managers, and leaders “doing” management. The paper goes on to explore the meaning and potential behind each part of the framework and suggests a need to develop an understanding of “doing” leadership and management and “being” managers and leaders through an exploration of “becoming” in organisations. Originality/value – This paper provides a new perspective on the leadership and management or leadership vs management question by introducing a non-work, emergent or personal perspective on management. Furthermore, this paper concludes that whether leadership and management are similar or different is dependent upon which power construct underlies each phenomenon, a consideration that has been neglected in the leadership and management debate for some time.

show abstract

Section: Exploring Underlying Power Assumptionsmentioning

confidence: 98%

Section: Exploring Underlying Power Assumptionsmentioning

confidence: 99%

Section: Exploring Underlying Power Assumptionsmentioning

confidence: 99%

Section: Implications For Further Researchmentioning

confidence: 99%

mentioning

confidence: 99%

See 3 more Smart Citations

Exploring power assumptions in the leadership and management debate

Edwards

Schedlitzki

Turnbull

et al. 2015

Leadership &Amp; Organization Development Journal

View full text Add to dashboard Cite

show abstract

Leadership

Dickson

Biermeier-Hanson

2015

Wiley Encyclopedia of Management

View full text Add to dashboard Cite

This article provides an overview of leadership within the management field by presenting a historical overview of leadership research alongside a discussion of the current state of the literature. Early research focused on traits and behaviors. The subsequent introduction of contingency‐based leadership theories was a critical juncture that continues to inform our thinking today, where there are four dominant perspectives: relational leadership, information‐processing, evolutionary/biological, and transformational or authentic leadership. These current perspectives are outlined here and limitations to the existing literature are discussed. It concludes with a brief description of several emerging research areas within the field.

show abstract

Leadership as an Ideograph: A Rhetorical Analysis of Military Leadership Training Material

Hutchison

2013

J of Leadership Studies

View full text Add to dashboard Cite

The current rhetorical study used McGee's theory of ideographs to identify how cultural politics influence efforts to portray “leadership” in a military setting. Such an approach seeks to better address some of the enigmas that have complicated the understanding of military leadership—and leadership in general—for decades. McGee's theory emphasizes that language reflects political as well as referential qualities and, in some instances, these attributes come into conflict. Acknowledging this reality in an applied setting can help address ambiguous issues that escape the net of prevailing social‐science approaches to leadership inquiry. The rhetorical analysis, which examines U.S. Air Force leadership training material, documents the manner in which ideographic portrayals of leadership were pervasive in each training program, and it considers practical implications of such a situation. Most notably, the analysis provides an explanation of how ideographic portrayals of leadership implicitly emphasize cultural indoctrination over promoting social influence skills. Such an orientation fortifies the military hierarchy and perpetuates romantic views of the military profession, but it also blurs key distinctions between social control and social influence. It is suggested that because ideographs reflect vital cultural motives, associated problems are inherently difficult to remedy.

show abstract

Academic amnesia and vestigial assumptions of our forefathers

Cited by 136 publications

References 17 publications

Exploring power assumptions in the leadership and management debate

Exploring power assumptions in the leadership and management debate

Leadership

Leadership as an Ideograph: A Rhetorical Analysis of Military Leadership Training Material

Contact Info

Product

Resources

About