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The Fallacy of Misplaced Leadership

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  • Martin Wood

Abstract

abstract The leadership literature typically talks about the discrete individuality of its subject and particularly the personal qualities and capabilities of a few key people occupying top positions in a hierarchy. Current leadership research now has begun to generate new knowledge about leadership practice in relations of interpersonal exchange. Nevertheless, there is an urgent need for the ramifications of this insight to be more sufficiently developed. The current discussion explores how a perspective of process studies challenges the dominance of the field by individual social actors and discrete schemes of relations. Its aims are twofold. First, it will show how both of these latter epistemologies are lacking and suggest that current leadership research and development activities must rise to the ontological challenge of processes rather than things. Second, it looks at some methodological implications of this way of thinking as a productive incitement to future management studies.

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  • Martin Wood, 2005. "The Fallacy of Misplaced Leadership," Journal of Management Studies, Wiley Blackwell, vol. 42(6), pages 1101-1121, September.
    • Handle: RePEc:bla:jomstd:v:42:y:2005:i:6:p:1101-1121
    DOI: 10.1111/j.1467-6486.2005.00535.x
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    Cited by:

    1. Perttu Salovaara, 2015. "What can the coworking movement tell us about the future of workplaces?," Chapters, in: Leadership in Spaces and Places, chapter 1, pages 27-48, Edward Elgar Publishing.
    2. Raelin, Joseph A., 2011. "From leadership-as-practice to leaderful practice," EconStor Open Access Articles and Book Chapters, ZBW - Leibniz Information Centre for Economics, vol. 7(2), pages 195-211.
    3. Sylvain Luc, 2017. "Le mythe du leadership et les approches fonctionnalistes. Au-delà de l'impératif héroïque," Working Papers hal-01536005, HAL.
    4. Raelin, Joseph A., 2019. "Toward a methodology for studying leadership-as-practice," EconStor Open Access Articles and Book Chapters, ZBW - Leibniz Information Centre for Economics, vol. 16(4), pages 480-508.
    5. Poula Helth, 2019. "Aesthetic-based competences lead to a sustainable learning practice," Local Economy, London South Bank University, vol. 34(6), pages 607-617, September.
    6. Ali M. Mouazen & Ana Beatriz Hernández-Lara & Farid Abdallah & Muhieddine Ramadan & Jawad Chahine & Hala Baydoun & Najib Bou Zakhem, 2023. "Transformational and Transactional Leaders and Their Role in Implementing the Kotter Change Management Model Ensuring Sustainable Change: An Empirical Study," Sustainability, MDPI, vol. 16(1), pages 1-34, December.
    7. Geilinger, Nina & Haefliger, Stefan & von Krogh, Georg & Rechsteiner, Lise, 2016. "What makes a social practice? Being, knowing, doing and leading," European Management Journal, Elsevier, vol. 34(4), pages 319-327.
    8. Raelin, Joseph A., 2017. "Leadership-as-practice: Theory and application—An editor’s reflection," EconStor Open Access Articles and Book Chapters, ZBW - Leibniz Information Centre for Economics, vol. 13(2), pages 215-221.

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