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Shaping the Shift: Shamanic Leadership, Memes, and Transformation

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  • Sandra Waddock

    (Boston College)

Abstract

The leader as shaman has three central roles: healer, connector, and sensemaker in the service of a better world. This paper argues that today’s leaders acting as shamans could become ‘shapeshifters,’ or more accurately ‘shape the shift,’ that is engage with organizational and systemic change needed to content with major problems like sustainability issues, climate change, and inequality, which business businesses are increasingly being asked to deal with as part of their societal roles. In the role of sensemaker, business leaders can shape shifts towards great sustainability and responsibility by developing new memes that speak to others and resonate across different people and groups. Memes’ roles in change, as core cultural artifacts, on which values, business strategies, and belief systems (among other things) are built, are generally overlooked but are an important element of shamanic leadership.

Suggested Citation

  • Sandra Waddock, 2019. "Shaping the Shift: Shamanic Leadership, Memes, and Transformation," Journal of Business Ethics, Springer, vol. 155(4), pages 931-939, April.
    • Handle: RePEc:kap:jbuset:v:155:y:2019:i:4:d:10.1007_s10551-018-3900-8
    DOI: 10.1007/s10551-018-3900-8
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    References listed on IDEAS

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    1. Freeman, R. Edward, 1994. "The Politics of Stakeholder Theory: Some Future Directions1," Business Ethics Quarterly, Cambridge University Press, vol. 4(4), pages 409-421, October.
    2. Kelly Levin & Benjamin Cashore & Steven Bernstein & Graeme Auld, 2012. "Overcoming the tragedy of super wicked problems: constraining our future selves to ameliorate global climate change," Policy Sciences, Springer;Society of Policy Sciences, vol. 45(2), pages 123-152, June.
    3. Karl E. Weick & Kathleen M. Sutcliffe & David Obstfeld, 2005. "Organizing and the Process of Sensemaking," Organization Science, INFORMS, vol. 16(4), pages 409-421, August.
    4. Karl E. Weick, 1988. "Enacted Sensemaking In Crisis Situations[1]," Journal of Management Studies, Wiley Blackwell, vol. 25(4), pages 305-317, July.
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    Cited by:

    1. Belinda Wade & Andrew Griffiths, 2022. "Exploring the Cognitive Foundations of Managerial (Climate) Change Decisions," Journal of Business Ethics, Springer, vol. 181(1), pages 15-40, November.
    2. Schlaile, Michael P. & Bogner, Kristina & Muelder, Laura, 2021. "It’s more than complicated! Using organizational memetics to capture the complexity of organizational culture," Journal of Business Research, Elsevier, vol. 129(C), pages 801-812.
    3. Henriksen, Thomas Duus & Nielsen, Rikke Kristine & Vikkelsø, Signe & Bévort, Frans & Mogensen, Mette, 2021. "A paradox rarely comes alone a quantitative approach to investigating knotted leadership paradoxes in SMEs," Scandinavian Journal of Management, Elsevier, vol. 37(1).

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