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Making a case for a reflexive approach to leadership, the authors draw upon decades of carrying out in-depth studies of professionals trying to "do" leadership. Through interviews with managers and their subordinates, getting a good understanding of organizational context, and critically interpreting their observations considering both leadership theories and a wealth of other perspectives, their celebration of reflexivity is used to question dominant leadership thinking.
Considering and challenging various departures from lines of reasoning results in a book that draws upon rich empirical material and which has a number of new, provocative, critical and constructive ideas that help to develop sharper and more thoughtful thinking and practice - both in academic and practical contexts.
Suitable for leadership and organisation courses at upper-level undergraduate and upwards (including MBA-classes and Executive Education) and a thought provoking read for practitioners and management development professionals interested in leadership thought.
Mats Alvesson works at Lund University and also part-time at the University of Queensland and Cass Business School, City University. He has published about thirty books on critical theory, organizational culture, leadership, gender and qualitative and reflexive methods.
Chapter 1: Leadership: The Need for a Reflexive Approach Chapter 2: On Reflection and Reflexivity Chapter 3: Perspectives on Leadership Chapter 4: Leadership Beyond Ideology, Harmony and All-inclusiveness: The Case for a More Nuanced View Chapter 5: Leadership and Organizational Culture Chapter 6: Followership and Its Alternatives Chapter 7: Modes of Organizing Chapter 8: Leadership Varieties: The 5P Framework Chapter 9: Constraints on Leadership in Managerial Work Chapter 10: Alignment or Misfit in Leadership Constructions? Chapter 11: Reflexive Group Work on Leadership and Its Alternatives Chapter 12: Reflexive and Unreflexive Leadership Chapter 13: The Reflexive Follower (LIP) Chapter 14: Conclusions: Reflexivity, Trap-awareness and a Suggested Way Forward