Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/268418 
Year of Publication: 
2020
Citation: 
[Journal:] Management Learning [ISSN:] 1461-7307 [Volume:] 51 [Issue:] 5 [Publisher:] SAGE Publications [Place:] London [Year:] 2020 [Pages:] 620-633
Publisher: 
SAGE Publications, London
Abstract: 
We hear much about the “democratic ideal” as if it were unreachable within the walls of the organization. Of late, apologists have begun suggesting that there is no need to worry; democracy exists; it is just that it is often hidden from view right within the requisite hierarchical structure. Top managers are sharing their leadership roles with others in the organization. This provocation will take the opposite position that hierarchy and democratic leadership are predominantly incommensurate and that closer inspection would show that hierarchical conditions largely persist and that when democratic leadership occurs, it does so only with the conditional permission of those in control. The essay goes into detail regarding plural models of leadership, shows where they fall on the hierarchy–democracy continuum, and outlines how leaderful development might be able to prepare learners for real democratic experience.
Subjects: 
hierarchy
democracy
collective leadership
leadership development
change agency
dialogue
shared leadership
distributed leadership
JEL: 
I20
O15
D73
J28
M10
M12
M53
M51
Published Version’s DOI: 
Document Type: 
Article
Document Version: 
Accepted Manuscript (Postprint)
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