Leadership for What?

Eric Guthey, Steve Kempster, Robyn Remke

Research output: Chapter in Book/Report/Conference proceedingBook chapterResearchpeer-review

Abstract

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.

Original languageEnglish
Title of host publicationWhat’s Wrong with Leadership? : Improving Leadership Research and Practice
EditorsRonald E. Riggio
Number of pages20
Place of PublicationNew York
PublisherRoutledge
Publication date2018
Pages279-298
Chapter15
ISBN (Print)9781138059399, 9781138059405
ISBN (Electronic)9781315163604
DOIs
Publication statusPublished - 2018
SeriesLeadership: Research and Practice series

Cite this

Guthey, E., Kempster, S., & Remke, R. (2018). Leadership for What? In R. E. Riggio (Ed.), What’s Wrong with Leadership?: Improving Leadership Research and Practice (pp. 279-298). Routledge. Leadership: Research and Practice series https://doi.org/10.4324/9781315163604