From classical to contemporary leadership challenges

Ahn, Mark J.; Ettner, Larry W.; Loupin, Amanda

doi:10.1002/jls.20201

Cited by 9 publications

(9 citation statements)

References 61 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Research into “narrative practices” and aspects of leadership is a growing trend, reflecting interest in social and narrative perspectives on leadership, often using the lens of authentic leadership to direct attention to the use of narrative (Avolio and Gardner, 2005; Sparrowe, 2005; Winkler, 2010; Ahn et al , 2011). Literature in this field makes important connections between organisational processes and narratives (Quong et al , 1999; Reissner, 2005; Slater, 2011), emphasising the value of narrative within analysis of leadership and organisations.…”

Section: Towards “Narrative Practices” In Leadershipmentioning

confidence: 99%

Women's leadership as narrative practice

Robson

2013

Gender in Management: An International Journal

View full text Add to dashboard Cite

PurposeThe paper discusses the “narrative practices” utilised by women leading in a small sample of Early Years services in the North East of England. These Early Years settings are presented as an alternative site for studying women's experiences of leadership. It examines the way in which these women use narrative strategies and approaches to work in collaborative, community based services for young children and their families.Design/methodology/approachThe study is drawn from a larger study into narratives of professional identity and their relation to interactional contexts. The study follows an interpretive paradigm, and used narrative and participative methodology and methods to work with a small number of participants purposively sampled from cohorts of the National Professional Qualification in Integrated Centre Leadership (NPQICL). Participants were involved in reflective conversations about their leadership supported by interactive, visual methods in five extended sessions over the course of twelve months. Data from the larger study which related to the theme of “narrative practices” was subsequently coded and interpreted to inform this study.FindingsData coded as “narrative practices” led to the establishment of three high level categories of narrative practice found in the study. These are summarised in the metaphors of “tent making” (creating and using symbolic and narrative space with others), “skilled dancing” (improvising, and remembering with others) and “orchestration” (reflexive attuning). Data suggests that women involved in the study drew on their experience and values to develop sophisticated narrative practices that were particularly adaptive, ethically sensitive and sustainable – often in spite of “official” masculine leadership cultures.Research limitations/implicationsThis specific study only draws on narrative accounts of three women leaders in Early Years services and as such is not intended to generate generalizable theory. The intention of the study is to conceptualise women's leadership as narrative practice, and in so doing to direct further study into these practices as aspects of effective leadership.Practical implicationsThe study develops new ways of conceptualising and interpreting women's leadership practices and opens up opportunities for further study in this field. Access to this material also provides individuals (including women leading in UK Early Years services) and opportunity for reflection on their own leadership practice.Originality/valueThis study is unique in using a form of highly participative, reflective methodology to consider women's use of narrative in leadership interactions in the UK Early Years sector. The study is the first in this sector to look at this specific topic using aspects of Ricoeur's (1984) narrative hermeneutics and in so doing generates new questions about women's narrative practices.

show abstract

Section: Towards “Narrative Practices” In Leadershipmentioning

confidence: 99%

Women's leadership as narrative practice

Robson

2013

Gender in Management: An International Journal

View full text Add to dashboard Cite

show abstract

“…Again, the positive correlation can be surmised because of philosophical agreement in TL and GSR. To be effective, TL must foster the acceptance of a group vision that is in the best interest of all parties within a group (Ahn, Ettner, & Loupin, ; Grant, ; Hannah et al., ; Kouzes & Posner, ; Paarlberg & Lavigna, ; Tichy & DeVanna, ; Tonkin, ). Correspondingly, GSR demands harmony with others in thought and action toward a goal that is future‐oriented (Beirhoff et al., ; Hastings et al., ; Omoto & Snyder, ).…”

Section: Discussionmentioning

confidence: 99%

The Relationship Between Transformational Leadership Practices and Global Social Responsibility

Ewest¹

2015

J of Leadership Studies

View full text Add to dashboard Cite

The present study explored whether there was a correlation between global social responsibility and transformational leadership using the Global Social Responsibility Inventory and the Student Leadership Practices Inventory existed. The findings showed a positive correlation between transformational leadership and global social responsibility. Specifically, four of five variables on the Student Leadership Practices Inventory, an instrument that measures transformational leadership, correlated with global social responsibility (prosocial behavior) as measured on the scale of Global Social Responsibility Inventory.

show abstract

“…As a result, governments, communities and individuals have begun to place a renewed focus on the value of ethical behaviour and leaders who clearly demonstrate their values (Stanley, 2019). Values are described as a ‘key component of effective leadership and an essential trait for leaders to possess’ (Graber & Kilpatrick, 2008, p180); other leadership writers and theorists concur (Ahn et al., 2011; Baloglu, 2012; Peregrym & Wolf, 2013; Stanley, 2019; Viinamaki, 2009).…”

Section: Introductionmentioning

confidence: 99%

Nursing and values‐based leadership: A literature review

et al. 2021

View full text Add to dashboard Cite

In the 21st century, theories of leadership have re-emerged, with a focus on the leader's value base. Copeland (2014) identified 11 leadership theories situated within the sphere of values-based leadership; however, these all pertained to a business-management focus.In conducting this review, it emerged that within nursing, three main leadership theories appear under the umbrella of the values-based leadership domain. As such, this review went beyond values-based leadership literature, to capture data related to authentic leadership, servant leadership and congruent leadership, aiming to gain a wider understanding of values-based leadership. This paper begins with an overview and definition of values-based leadership and the three leadership theories identified, before describing a literature review that explored each of the theories, supporting a wider understanding from a nursing perspective.

show abstract

From classical to contemporary leadership challenges

Cited by 9 publications

References 61 publications

Women's leadership as narrative practice

Women's leadership as narrative practice

The Relationship Between Transformational Leadership Practices and Global Social Responsibility

Nursing and values‐based leadership: A literature review

Contact Info

Product

Resources

About