Leadership for What?

This chapter focuses on K. Starkey and P. Madan started, aiming to map out a new approach to the production of leadership knowledge and, ultimately, to the production and reproduction of leadership itself. K. Parry and B. Jackson have elaborated on Kempster and colleagues’ point that leadership should function to champion societal purpose as a countervailing force to corporate purpose. The empirical evidence pointed to a relational, rather than a positional, form of leadership. Design science reflects many principles of action learning - which often inform best practices in leadership development. A number of the collaboratories were joint efforts among a network of leadership scholars from several different countries, alongside practitioners in leadership development and social change work. The Gauteng City Region Academy’s partner in the initiative, the Lancaster Leadership Collaboratory, comprises academics from the Lancaster University Management School who teach and research issues related to leadership, organizational communication, and organizational behaviour.