Critical reflections on the good, the bad and the ugly of organisation leadership: the case of Wal‐Mart

Ann, Cheryl; Carr, Adrian

doi:10.1080/14759551003769268

Cited by 9 publications

(9 citation statements)

References 19 publications

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“…It also distances itself from the (negative) image of standardized mass production and commodities that is characteristic of other retail chains such as Wal-Mart (e.g. Ann and Carr, 2010). With the help of the store artists, the brand is able to create an atmosphere that resembles those found in more creative organizations in the cultural industries (e.g.…”

Section: Resultsmentioning

confidence: 99%

Incorporating the creative subject: Branding outside–in through identity incentives

2016

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This article explores the intersection of branding, identity and control. It develops the notion of identity-incentive branding and links research on the collective-associative construction of occupational identities with work on identity incentives as an engaging form of control. Empirically, we draw on a case study of a North American grocery chain that is known for employing art-school graduates and other creative talents in creative (store artist) and non-creative shop-floor positions. The study shows that the brand is partly built outside–in through association with employees who embody brand-relevant characteristics in their identities and lifestyles. In return, those employees receive identity opportunities to validate their desired sense of self as ‘creative subject’. We discuss the dual nature of identity-incentive branding as neo-normative control and outline its implications for the organization and the employees.

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Section: Resultsmentioning

confidence: 99%

Incorporating the creative subject: Branding outside–in through identity incentives

2016

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“…Some researchers hold that leadership can only be positive, thus rejecting the idea of destructive leadership and advocating the use of terms like supervision (Shyns/Schilling 2013). On the other hand, other studies recognize "bad" leadership and emphasize the importance of analyzing it, as its existence has been observed frequently and its effects can be extensive (Alvesson/Sveningsson 2003;Ann/Carr 2010;Dong et al 2012). Several investigators have attempted to define "bad" leadership.…”

Section: Diversity and Leadership: A Literature Reviewmentioning

confidence: 99%

The entanglement of intercultural conflicts and “bad” leadership in SMEs

Jungwirth¹,

Barth²

2013

Die Unternehmung

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Destruktive Führung, Führung in KMU, organisationale Struktur, negative Attribution, interkulturelle Zusammenarbeit, interkulturelle Konfliktpotentiale, teilnehmende Beobachtung "Bad" leadership, leadership in SME, organizational structure, negative attribution, intercultural collaboration, intercultural conflict potentials, participant observation Sowohl destruktive Führung als auch interkulturelle Konflikte wurden intensiv analysiert. Allerdings wurde dem Ineinandergreifen der beiden Phänomene bislang keine Aufmerksamkeit geschenkt. In diesem Artikel werden die Daten einer teilnehmenden Beobachtung im Rahmen einer intensiven Einzelfallanalyse vorgelegt: In einem kleinen, produzierenden Unternehmen wurde beobachtet, dass interkulturelle Konflikte als Grund für eine schlechte Arbeitsleistung gedeutet werden und so die eigentlichen Ursache, nämlich destruktive Führung, verdeckt wird. Obwohl die Führungsproblematik lösbar wäre, wird durch den Fokus auf interkulturelle Konflikte eine effektive Bearbeitung dieser Probleme verhindert.While both "bad" leadership and intercultural conflict are extensively studied, the entanglement between those two phenomena is to date relatively unexplored. In this article the data of a participant observation in the context of an intensive single case-study is presented: In a small, manufacturing organization it was observed that intercultural conflicts were used as an alibi for poor performance, masking the actual reason, namely destructive leadership. Although the leadership issues observed in this company could easily be addressed, the focus on intercultural conflicts impedes an effective approach to the leadership problems.

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“…That said, the more storyselling is used or the higher quantity of it, the lower the individual and social reflexivity or quality of the storytelling and vice versa. The lower the reflexivity, the more storyselling is tolerated and abused at the expense of storytelling (Ann and Carr, 2010).…”

Section: Splitting Binary Opposites and Dialectics: Storytelling And Storysellingmentioning

confidence: 99%

The use and abuse of storytelling in organizations

Carr

Ann²

2011

Journal of Management Development

Self Cite

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PurposeThe purpose of this paper is to introduce the manner in which storytelling has become an increasingly common part of management development, and to highlight some of the use and abuse of storytelling as a management development tool.Design/methodology/approachThe paper adopts an initial warning about the way storytelling is being used, particularly by management and leadership coaches, questioning whether the term “storytelling” is an appropriate term to use for what is occurring. The notion of “storyselling” is introduced in such a context and, in so doing, stimulates critical reflection about storytelling. A summary of key ideas of other papers is also presented to assist the reader in better understanding the broader trajectories contained in the papers as a whole.FindingsMany are now starting to question practical guidance that is emerging from organization and management literature. Multiple paradigms have yielded not complementary perspectives on management problems, but less than unambiguous voices and guidance. Storytelling has become increasingly popular because it fills a void left by the current state of the organization and management literature. The practical guidance that “preaches” how an approach worked for others in similar situations makes storytelling a big business. Often wrapped up in the rhetoric of management and leadership coaching, storytelling becomes a core educative tool – a tool that this paper, and volume, suggests needs to be carefully examined.Originality/valueThe paper, and the volume as a whole, represents an opportunity for readers to join with the authors in a reflexive consideration of storytelling. The paper and volume also represent a cautionary note to those who rely upon what is dubbed “storytelling” as a core educative tool.

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Critical reflections on the good, the bad and the ugly of organisation leadership: the case of Wal‐Mart

Cited by 9 publications

References 19 publications

Incorporating the creative subject: Branding outside–in through identity incentives

Incorporating the creative subject: Branding outside–in through identity incentives

The entanglement of intercultural conflicts and “bad” leadership in SMEs

The use and abuse of storytelling in organizations

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