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Power and Judgements: Leader-Follower Mutuality

In: Dialogue in Organizations

Author

Listed:
  • Megan Reitz

    (Ashridge Business School)

Abstract

The previous two chapters have considered some of the assumptions that might be associated with the ‘leader’ role. This chapter addresses this specifically with the question ‘what was leadership in the group?’ It concerns the themes of ‘power’ and ‘judgements’. Attention is given to the implications that different constructions of ‘leader’ and ‘leadership’ might have had on dialogue in the CI meetings. It is suggested that constructions of leadership in the group were multi-faceted, dynamic and contextual which may be an important consideration for those wishing to ‘lead’ dialogue.

Suggested Citation

  • Megan Reitz, 2015. "Power and Judgements: Leader-Follower Mutuality," Palgrave Macmillan Books, in: Dialogue in Organizations, chapter 5, pages 136-165, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-137-48912-8_6
    DOI: 10.1057/9781137489128_6
    as

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