“Sorting Out” collective leadership: How Q-methodology can be used to evaluate leadership development

Militello, Matthew; Benham, Maenette K.P. A

doi:10.1016/j.leaqua.2010.06.005

Cited by 46 publications

(35 citation statements)

References 25 publications

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“…Working from a different perspective on leadership development, Militello & Benham (2010) nevertheless arrived at similar conclusions, that leadership learning was a lifelong commitment to inclusive participatory engagement enabled through the legitimation of, and respect for, care and compassion. Similarly, Sparrowe (2005) has argued that interpreting our own stories as necessarily involving others builds regard for the other alongside our self-esteem.…”

Section: Dialogue In Leadership Development Literaturementioning

confidence: 78%

“…In addition, there are strong arguments that situating experiential learning relationships in a broader relational context -a caring community -can favor the development of altruistic leadership tendencies (see, for example: Bono, Shen & Snyder, 2010;Fry & Kriger, 2009;Militello and Benham, 2010). Furthermore, Cunliffe (2009) has argued that an (internal) interpretation of ethics is entangled with lived-out morality in practical experience; and interpreting our experiences in-and-through respectful dialogue is therefore a key formational practice.…”

Section: Dialogue In Leadership Development Literaturementioning

confidence: 99%

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Leadership Formation: Interpreting Experience

Hibbert

Beech

Siedlok

2017

AMLE

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ACKNOWLEDGEMENTSWe are grateful to our friend and colleague Christian Grahle, who contributed to the early development of our ideas. The authors would also like to acknowledge the constructive comments of the anonymous reviewers and the editor, William Foster. We would also like to dedicate this essay to the memory of Alex Danchev (August 26, 1955 -August 7, 2016, a brilliant interdisciplinary and interpretive scholar of art, history and politics, whose recent passing is a tragedy for many disciplines and intellectual discourse in general. LEADERSHIP FORMATION: INTERPRETING EXPERIENCE ABSTRACTIn this essay we look at leadership development differently, through the lens of philosophical hermeneutics. We show how three aspects of philosophical hermeneutics -focused on accumulating experience of interpretation, engaging in dialogue and interpreting experienceconnect with insights from the leadership development literature and lead to principles for a process of leadership formation. The process we describe explains how formation: extends historically through connection with traditions; involves processes of careful, situated dialogic engagement; and encompasses aesthetic engagement with experience in each event of interpretation. Building on these insights, we derive practical implications for educational policy and practice and develop theoretical implications for leadership development debates.

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Section: Dialogue In Leadership Development Literaturementioning

confidence: 78%

Section: Dialogue In Leadership Development Literaturementioning

confidence: 99%

Leadership Formation: Interpreting Experience

Hibbert

Beech

Siedlok

2017

AMLE

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“…This methodology, on the basis of many factors, can identify attitude groups by quantifying data that is hardly measurable otherwise [1,2,3,4,5]. Q methodology works with all previously collected factors, which affect the judgment of CARE, such as cultural and social factors or subjective feelings [1,3].…”

Section: Methodsmentioning

confidence: 99%

Understanding Expectations of Different User Groups of a Sophisticated Fall Detection System

Koloszár

2014

International Journal of Occupational Safety and Ergonomics

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“…Therefore, Q method's strength is in exploring human subjective meanings and the points of view of individuals in a structured and interpretable form (Barry & Proops, 1999;Brown, 1996;Brown & Peterson, 1993). It is a method which is best suited when people's views or subjective understandings about a specific phenomenon are to be uncovered (Brown, 1980;Robbins & Krueger, 2000) because such views are self-referent (Militeello & Benham, 2010). The Q method rigorously examines these self-referent views without compromising or confusing it with any external frame of reference.…”

Section: Methodsmentioning

confidence: 99%

Bestowing Authentic Leadership: A Comparative Study of Two Organisations in Ghana

Owusu-Bempah¹

2012

IJBM

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Bestowing authentic leadership (AL) by leaders and followers in organisations involve the subjective interpretation of the meanings and understandings given to the construct. The likely implication here is that evaluations of the AL construct may vary in different settings. Therefore, the leaders' and followers' constructs of authentic leadership in a public and a private organisation in Ghana were documented and compared using Q methodology. Thirty leaders and followers in each of the two organisations sorted selected statements about authentic leadership. Three factors or types of authentic leadership were identified and named for each of the two settings yielding six different perceptions of authentic leadership. While these results suggest that authentic leadership is idiosyncratic, further analysis showed that some attributes of authentic leadership were common to the organisations. The study concluded that in defining authenticity in leadership in the organisations used for this study in Ghana the following characteristics cannot be overlooked: leader goal orientedness, good listening, leader respect for followers, objectivity and justice, inspirational teaching and leader commitment, God fearing, leader fairness, and leader flexibility. This implies that in designing leadership training programs for organisational success, these attributes, if incorporated could prove helpful.

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“Sorting Out” collective leadership: How Q-methodology can be used to evaluate leadership development

Cited by 46 publications

References 25 publications

Leadership Formation: Interpreting Experience

Leadership Formation: Interpreting Experience

Understanding Expectations of Different User Groups of a Sophisticated Fall Detection System

Bestowing Authentic Leadership: A Comparative Study of Two Organisations in Ghana

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