The Philosopher Leader: On Relationalism, Ethics and Reflexivity—A Critical Perspective to Teaching Leadership

Cunliffe, Ann L.

doi:10.1177/1350507608099315

Cited by 288 publications

(297 citation statements)

References 24 publications

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“…They seem to want to persuade participants of the need to think differently about leadership, organisations and themselves [Cunliffe 2009]. This challenge is difficult to face if one ignores ethical reflection on leaders' actions.…”

Section: What the Management Field Needs: A Methods For Thinking Aboutmentioning

confidence: 99%

An analytical methodology from management research: insights from semiotics

Sastre

2016

SOEP

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Abstract:In the field of business management, managers have a tendency to think in a linear fashion that is restricted to cause and effect relationships. This mindset limits understanding of complex phenomena, including those that managers and business people face in their activities. This article proposes an Analytical Methodology for Management Research (AMMR) using a triadic logic gleaned from semiotics. The AMMR tool used herein diagnoses the meaning people assign to complex concepts such as "business success" and is based on three logical categories within semiotics where success is understood as business sustainability over time. This article applies the AMMR to an empirical sample comprised of managers and business people. The results highlight the similarities and differences in attributing meaning to the concept of sustainability. The study also analyses the knowledge, behaviours and values that respondents considered most important for the success of an enterprise, i.e. its sustainability. This article concludes that the applied methodology creatively enriches the analysis of the phenomenon studied opening up many possible responses. The AMMR can be applied to the assessment of managers and business people from different organisations or people working in the same organisation at different hierarchical levels. In addition, the analysis can be performed individually or collectively. The classification of the responses obtained by applying the AMMR is open for future research, following 10 possible configurations, with each of them emerging as a logical combination that allows for the organisation of the emphasis given to concepts, behaviours and values.

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Section: What the Management Field Needs: A Methods For Thinking Aboutmentioning

confidence: 99%

An analytical methodology from management research: insights from semiotics

Sastre

2016

SOEP

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“…Within an emerging field of more critical approaches to exploring leadership (18)(19)(20), there is a growing recognition of the value of balancing the desire for some prescribed outputs from learning interventions with a need to nurture leaders (and future leaders) and to encourage reflexive space in which they can explore, challenge and develop their learning both as individuals and more collectively as peers, followers and leaders (7,16). Such critical approaches to studying, conceptualising and practising leadership (and leadership development more specifically) are both encouraging and opportune, as they provide much greater potential to challenge the taken for granted assumptions of much mainstream writing and to address questions relating to power dynamics; contextual and other factors.…”

Section: Encouraging New Approachesmentioning

confidence: 99%

Going beyond the hero in leadership development: the place of healthcare context, complexity and relationships Comment on "Leadership and leadership development in healthcare settings – a simplistic solution to complex problems?"

Ford

2015

Int J Health Policy Manag

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There remains a conviction that the torrent of publications and the financial outlay on leadership development will create managers with the skills and characters of perfect leaders, capable of guiding healthcare organisations through the challenges and crises of the 21st century. The focus of much attention continues to be the search for the (illusory) core set of heroic qualities, abilities or competencies that will enable the development of leaders to achieve levels of supreme leadership and organisational performance.

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“…Facilitating this kind of learning within the organisational context can also accrue from the use of reflective journaling, and the facilitation of reflective dialogues (See Boud et al 1985;Argyris 1990;Schon 1991;Gray 2007;Cunliffe 2002Cunliffe , 2009Cunliffe and Linstead 2009;Ramsey 2005). A reflective journal is a personal and unstructured product of reflective writing (Bolton 2001;Gray 2007) and, as such, might contain descriptions of work-related problems or dilemmas.…”

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confidence: 99%