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Autor:innen: 
Erscheinungsjahr: 
2011
Quellenangabe: 
[Journal:] Leadership [ISSN:] 1742-7169 [Volume:] 7 [Issue:] 2 [Publisher:] SAGE Publications [Place:] Thousand Oaks, CA [Year:] 2011 [Pages:] 195-211
Verlag: 
SAGE Publications, Thousand Oaks, CA
Zusammenfassung: 
Consistent with views that see leadership emerging from social practices rather than from the external mind, this paper contributes to an emerging movement in leadership studies known as ‘leadership-as-practice’ (L-A-P). This movement looks for leadership in its music and activity rather than in the traits and heroics of individual actors. The article distinguishes L-A-P from the individualistic approach by explaining its intersection with its dualistic counterpart, theory; with the agency—structure problem; and with relationality and meaning in organizations. It calls for a modification in classic approaches to research methodology and to leadership development. L-A-P is advised to consider its natural affinity with democratic participation through leaderful practices that systematically privilege the co-creation of social organization.
Schlagwörter: 
Leadership
Leadership-as-practice
Leaderful practice
Agency vs. Structure
Collective leadership
Distributed leadership
Leadership development
JEL: 
J24
M10
M12
M14
M53
O15
DOI der veröffentlichten Version: 
Dokumentart: 
Article
Dokumentversion: 
Accepted Manuscript (Postprint)
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