Update of leadership-as-practice “practice theory”: Featuring Joe Raelin Interviewed by Jenny Robinson

Abstract

This article constitutes an interview between a new researcher of the field of Leadership-as-Practice (L-A-P), Jenny Robinson, with one of the co-creators of the field, Joe Raelin. It is dedicated to providing an update and refinement of leadership-as-practice “practice theory,” which has gone through a fair degree of transformation since this journal’s first article on the subject in 2008. The call for such an update is precipitated by the need for emerging L-A-P researchers to appreciate the subject’s conceptual boundaries for more consistent and integrated exploration. In particular, L-A-P claims to differentiate not only from other plural traditions in leadership but from other “as-practice” approaches in the wider management field. Some of the other distinctions covered in this article comprise the role of theory in L-A-P, its contribution to leadership research and leadership development, its connection to other related fields, and its phenomenological, ethical, democratic, and post-humanistic foundations.

Leading wellness in healthcare: A qualitative study of leadership practices for wellness in hospital settings

“…However, leaders cannot do wellness on their own if there are no supportive organisational structures [ 33 ]. The theme of leaders not giving themselves permission for wellness shows this tension.…”

“…In data analysis, a pragmatic approach to program implementation for healthcare workers’ wellness results in exploration of the process and actions that result from leadership practice rather than elaboration of leadership theory. That is, what did the leaders do and how did they relate to others [ 33 ]. Inductive thematic analysis [ 39 ] was conducted individually by the research team with five members reading twenty-four transcripts between them.…”

“…Thus a practice is created by the relations between people as they connect in a setting. The practice theory literature conceptualises leadership as occurring as a practice rather than residing in the traits of individuals [ 2 , 33 ]. Leadership-as-practice is less about what one person thinks or does and more about what healthcare staff may accomplish together [ 34 ].…”

“…Leadership-as-practice is less about what one person thinks or does and more about what healthcare staff may accomplish together [ 34 ]. Accordingly, it is concerned with how leadership emerges, unfolds, shapes and is shaped by healthcare sites at particular times and contexts [ 29 , 33 ]. Thus, for this study practice theory suggests investigating leadership as situated, dynamic, context specific and experience-based.…”

“…Guided by practice theory, the aim of this study was to explore healthcare leaders’ practice in relation to the implementation of a workplace wellness program called SEED in the context of multiple crises affecting a local health district. To understand leading and doing rather than leadership as possessed, the study incorporates the perspectives of both leaders and healthcare workers and focuses on horizontal and informal leadership relationships [ 33 ].…”