The paradox of postheroic leadership: An essay on gender, power, and transformational change

Fletcher, Joyce K.

doi:10.1016/j.leaqua.2004.07.004

Cited by 461 publications

(534 citation statements)

References 32 publications

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“…From a relational leadership perspective, "it is possible to see relationships other than those built from hierarchy … and to envision transformational phenomenon where the social change process occurs well outside the normal assumptions of command and control" (Murrell, 1997, p. 39). Non-hierarchical relationships that are nurturing and supporting could be legitimized as means of influence, and thus forms of leadership (cf., Fletcher, 2004;Gronn, 2002;Murrell, 1997;Pearce and Conger, 2003;Seers, 2004;. This focus breaks away from the prevailing socially constructed notion that position in an organization is necessarily a reflection of leadership.…”

Section: Relational Leadership Theorymentioning

confidence: 99%

Relational Leadership Theory: Exploring the Social Processes of Leadership and Organizing

Uhl‐Bien

2011

Issues in Business Ethics

318

441

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Section: Relational Leadership Theorymentioning

confidence: 99%

Relational Leadership Theory: Exploring the Social Processes of Leadership and Organizing

Uhl‐Bien

2011

Issues in Business Ethics

318

441

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“…Indeed for those women who do access those positions, owning this valorization is complicated (Fletcher 2011) by gender status beliefs (Ridgeway, 2011) although it did occur among the Portuguese senior managers.…”

Section: Discussionmentioning

confidence: 99%

“…They argue that such underlying beliefs change very slowly and over a long period of time, even where substantial structural change occurs (Grint 2011). Such post heroic leadership is seen as being characterised by a shift from an individual to a shared model of leadership; from control to learning; and from individual traits to a leadership process (Fletcher 2011). Potentially, implicit in it is a move from an idealised image of male leadership to an idealised image of female leadership: i.e.…”

Section: Introductionmentioning

confidence: 99%

Different or similar: constructions of leadership by senior managers in Irish and Portuguese universities

O’Connor

Carvalho

2014

Studies in Higher Education

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(125 words)Despite over 60 years of research on leadership, few attempts have been made to ensure that the models of leadership are inclusive of women or other 'outsiders' (Alimo-Metcalfe and Alban-Metcalf 2005). This paper explores variation in the constructions of leadership, at a time of institutional change in higher education.Drawing on a purposive sample, including those at Presidential/Rector, Vice Presidential/Vice Rector level in Irish and Portuguese universities, it compares and contrasts such senior managers' conceptions of leadership, as reflected in their descriptions of a typical President/Rector and those characteristics that they see as valued in senior management in their own university. Attention is particularly focussed on the identification and gendering of collegial/managerial characteristics, and the extent to which it reflects variation in these university contexts.

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“…Despite the proliferation of scholarly publications centered on distributed leadership (Bolden, 2011), there remains a lack of consensus in the field as to whether the term should be used as an analytical framework for describing leadership practices (Spillane, Halverson, & Diamond, 2001, 2004, or as a prescriptive approach to building individual and organizational capacity (Dimmock, 2012;Mayrowetz, 2008). The difference between these perspectives, however, is rendered somewhat moot by Robinson' s (2009) assertion that distributed leadership is both a descriptive and normative concept.…”

Section: Distributed Leadershipmentioning

confidence: 99%

Developing Leadership Capacity in Others: An Examination of High School Principals' Personal Capacities for Fostering Leadership

Huggins

2017

IJEPL

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In this multisite case study, we examine the personal capacities of six high school principals who have developed the leadership capacities of other leaders in their respective schools. Participants were purposefully selected by two teams of researchers in two states of the United States, one on the east coast and one on the west coast, who engaged their professional networks of current and former educational leaders to obtain recommendations of high school principals known for developing the leadership capacities of formal and informal leaders in their schools. The findings indicate that the principals possessed a strong commitment to developing leadership capacity, that they understood leadership development as a process, and that they tolerated risk. This study adds to the rapidly growing corpus of literature focused on distributed leadership; it does so by illustrating the complexities of developing leadership capacity in attempts to increase organizational leadership capacity, and by highlighting the relevant characteristics of principals who have intentionally sought to do so.

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The paradox of postheroic leadership: An essay on gender, power, and transformational change

Cited by 461 publications

References 32 publications

Relational Leadership Theory: Exploring the Social Processes of Leadership and Organizing

Relational Leadership Theory: Exploring the Social Processes of Leadership and Organizing

Different or similar: constructions of leadership by senior managers in Irish and Portuguese universities

Developing Leadership Capacity in Others: An Examination of High School Principals' Personal Capacities for Fostering Leadership

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