Leadership: Convergence and Divergence in Leadership Relations

Forskningsoutput: TidskriftsbidragArtikel i vetenskaplig tidskrift

Standard

Leadership : Convergence and Divergence in Leadership Relations. / Alvesson, Mats.

I: Journal of Management Inquiry, Vol. 28, Nr. 3, 2019, s. 319-334.

Forskningsoutput: TidskriftsbidragArtikel i vetenskaplig tidskrift

Harvard

APA

CBE

MLA

Vancouver

Author

RIS

TY - JOUR

T1 - Leadership

T2 - Convergence and Divergence in Leadership Relations

AU - Alvesson, Mats

PY - 2019

Y1 - 2019

N2 - The article argues for theorizing and studying the significance of how so-called leaders and followers converge or diverge in their views and understandings of the leadership/followership relations they may be part of. Divergence or misfits may be common yet missed by the researcher who takes only one party’s view of leadership into account and/or assumes that people involved define the relationship in a similar way. The article identifies and illustrates four typical forms of shared/diverse meanings regarding leadership: high-alignment leadership (shared meanings), value misfit (diverse assessment), construction misfit (different views of what goes on), and multiple breakdowns (high level of confusion of what goes on and how to assess it). Given variations in views of leadership, this article makes a case for considering “divergent relationalities”—in some opposition to common ideas about “smooth” leadership/followership relations based on convergent meanings.

AB - The article argues for theorizing and studying the significance of how so-called leaders and followers converge or diverge in their views and understandings of the leadership/followership relations they may be part of. Divergence or misfits may be common yet missed by the researcher who takes only one party’s view of leadership into account and/or assumes that people involved define the relationship in a similar way. The article identifies and illustrates four typical forms of shared/diverse meanings regarding leadership: high-alignment leadership (shared meanings), value misfit (diverse assessment), construction misfit (different views of what goes on), and multiple breakdowns (high level of confusion of what goes on and how to assess it). Given variations in views of leadership, this article makes a case for considering “divergent relationalities”—in some opposition to common ideas about “smooth” leadership/followership relations based on convergent meanings.

KW - leadership

KW - power and politics

KW - qualitative research

U2 - 10.1177/1056492617717339

DO - 10.1177/1056492617717339

M3 - Article

VL - 28

SP - 319

EP - 334

JO - Journal of Management Inquiry

JF - Journal of Management Inquiry

SN - 1056-4926

IS - 3

ER -