Conditions for reflexive practices in leadership learning: The regulating role of a socio-moral order of peer interactions

Larson, Magnus; Knudsen, Morten

doi:10.1177/1350507621998859

Cited by 7 publications

(6 citation statements)

References 51 publications

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“…As stated in the introduction the programme was generally very well received by the participants who in our post programme interviews expressed how the programme had made them more secure in their management role and had helped assert themselves as leaders. This was partly related to the social dynamics of mutual recognition taking place in the programme (Larsson and Knudsen 2021), but we suspect that it was also related to the discourse of the deep organisation that offered the participants motivation and a source of authority.…”

Section: Discussionmentioning

confidence: 99%

“…In general, we use management/manager to refer to the job position while leader/leadership are used in reference to sense making and meaning making. 3.. We have analysed this in Larsson and Knudsen 2021.…”

Section: Discussionmentioning

confidence: 99%

“…An important stream in the literature on MLD consists of presentations of programmes (Greve and Pedersen, 2017;Kearns, 2019;Sandfort et al, 2017;van der Meer and Marks, 2018), courses and pedagogical approaches (Engbers, 2019;Henson, 2019), and innovations and experiments (Edwards et al, 2013(Edwards et al, , 2015Straussman, 2019;Sutherland, 2013). In the discussions of programmes and pedagogical approaches reflexivity (and related concepts like reflection and critical reflexivity) has been a core theme (Larsson and Knudsen, 2021;Knudsen, 2016). Scholarship has discussed why reflexivity is needed and how it can be promoted (Adriansen and Knudsen, 2013;Cunliffe, 2002).…”

Section: Literature Reviewmentioning

confidence: 99%

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The deep organisation: The organisational view in a public management and leadership development programme

Knudsen

Larsson

2021

Teaching Public Administration

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This article studies the organisational view inherent in a public management and leadership development programme. Organisational views are important to study as they guide and frame the actions of the members of the organisation. In the management and leadership development programme under investigation the organisational view was a linguistic-discursive representation that was empirically inept, but which nevertheless was offered as a guide to the managers. Inspired by Clifford Geertz’s notion of religion we suggest conceptualising the presented organisational view as the deep organisation. The analysis contributes to the literature on public management and leadership development programmes by calling attention to the implicit concepts of organisation that on the one hand provide managers with the motivation and authority to carry out their daily ordering of the constantly fluctuating empirical organisation, while to some extent making managers immune to experience-based learning on the other. The notion of the deep organisation expands our understanding of the layered nature of assumptions about organisations, through which seeming contradictions can be handled. In the discussion we outline three important implications of the analysed organisational view.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

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The deep organisation: The organisational view in a public management and leadership development programme

Knudsen

Larsson

2021

Teaching Public Administration

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“…Indeed, MCA allows for a granular analysis of the moral organisation of accountability in collectives (Jayusi, 1984). Within such framing, questions of moral action constitute ‘matters of practical relevance for members of society’ (Evans and Fitzgerald, 2016: 206) – including when breaches in the socio-moral order occur (Larsson and Knudsen, 2022; Stokoe, 2003). Recognising the fluidity inherent in identity construction and the need to navigate, construct, and deconstruct identity, the moralistic dimensions of MCA allow us to capture tensions in identity play.…”

Section: Membership Categorisation Analysismentioning

confidence: 99%

Managing precarity at the intersection of individual and collective life: A Membership Categorisation Analysis of Tensions and Conflict in Identities within an Online Biosocial Community

Cheded

Curry

Gilchrist³

et al. 2022

Organization

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This paper explores how individuals living within high-stakes precarious categories navigate their identity within online spaces. Using Membership Categorisation Analysis, we investigate how categorical inferences are indexed by those individuals within online biosocial communities in everyday speech, as part of their construction of identities. More specifically, we analyse online interactions of women who have been identified as carrying a BRCA gene mutation in an online biosocial community. Our findings show how (1) the online spaces participate in constituting and sustaining a form of collective responsibility, where those who are within a high-stakes precarious identity category are expected to not only support and educate each other, but also monitor the compliance to category predicates, and (2) the tensions and conflict in making sense of, belonging to, resisting and sustaining a category membership often occur when there are clashes with the socio-moral order. Overall, this paper’s contributions are twofold, first, methodologically, the use of Membership Categorisation Analysis provides an insightful analytic approach to identities, online communities and their organisation. Second, the emerging tensions identified provide insight into the complex ways in which online communities offer a forum in managing precarious identity as individual and collective life intersect.

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“…Therefore collective learning in teams can result in various outcomes from more abstract ones such as generation of new knowledge and ideas, to more concrete ones like development of current projects (Van der Haar et al, 2013). Because the definition above pays attention to interactive and communicative actions, in this article, the emphasis lies on promoting the cruciality of dialogue and discussion at the team level as the cornerstone of collective learning where the implicit individual knowledge and experiences can become explicit organisational knowledge (Dixon, 1998;Ohlsson, 2014Ohlsson, , 2021Larsson and Knudsen, 2022). This view considers teams as systems that should constantly process information, experiences and knowledge reflexively to learn (Schippers et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

Adapting to the COVID-19 world: a case study of collective learning in a social entrepreneurial organisation

Eslahchi

2022

JWL

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Purpose This paper aims to examine how a social entrepreneurial organisation in Sweden collectively learned to adapt itself to the COVID-19 pandemic. Design/methodology/approach Using an abductive approach, this study conducted single case fieldwork on a social entrepreneurial organisation called SFE. The following research questions were asked: What are the changes in collective learning conditions that SFE has to face during the pandemic? What are the outcomes of collective learning during the pandemic in SFE? Findings This study results indicate that collective learning conditions were changed by restructuring the organisation’s design and teamwork during the pandemic, which facilitated sharing of knowledge and experiences. This collective learning helped the organisation develop new virtual projects during the pandemic. Another result of this collective learning was the members’ new shared understanding of the organisation’s vision. Research limitations/implications This study hopes to broaden the understanding of the relationship between collective learning in organisations and organisational adaptation in times of crisis. Practical implications This study can help leaders of social entrepreneurial organisations understand what changes are necessary to create a team that collectively learns. Originality/value The data had the advantage of being gathered as a real-time process, and the researcher witnessed how the organisation achieved adaptation as it happened and not just through its members’ reflection of it as a past phenomenon.

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Conditions for reflexive practices in leadership learning: The regulating role of a socio-moral order of peer interactions

Cited by 7 publications

References 51 publications

The deep organisation: The organisational view in a public management and leadership development programme

The deep organisation: The organisational view in a public management and leadership development programme

Managing precarity at the intersection of individual and collective life: A Membership Categorisation Analysis of Tensions and Conflict in Identities within an Online Biosocial Community

Adapting to the COVID-19 world: a case study of collective learning in a social entrepreneurial organisation

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