| Description |
1 online resource (282 p.) |
| Series |
Leadership Horizons Ser |
|
Leadership Horizons Ser
|
| Contents |
Front Cover -- The Connecting Leader -- Serving Concurrently as a Leader and a Follower -- A Volume in Leadership Horizons -- Series Editors: -- Michelle C. Bligh, University of Sussex Business School Melissa K. Carsten, Claremont Graduate University -- CONTENTS -- 1. Introduction: The Connecting Leader -- Part 1: Interconnected Leader-Follower Identities -- 2. From a Leader and a Follower to Shared Leadership: An Identity-Based Structural Model for Shared Leadership Emergence -- 3. Bridging Gaps in Organizations: Leaders as Entrepreneurs of Identity -- Part 2: Janusian Tensions |
|
4. Paradox, Leadership, and the Connecting Leader -- 5. Meddling in the Middle: The Middle Manager Yo-Yo on a Constant Move -- Part 3: The Connecting Leader in Practice -- 6. From Connecting Leaders to Connecting Leadership: A Study of Interaction -- 7. The Connecting Leader and Managerial Stances at Work: A Practice Perspective -- Part 4: Leader and Follower as One -- 8. Leadership and Followership as One: Connecting Leaders in the Military -- 9. Everyday Leadership and Engaged Followership: Two Sides of the Same Construct -- Leadership Horizons -- The Connecting Leader |
|
Serving Concurrently as a Leader and a Follower -- Edited by -- Zahira Jaser -- University of Sussex Business School -- Information Age Publishing, Inc. Charlotte, North Carolina www.infoagepub.com -- Foreword -- Mary Uhl-Bien and Sonia M. Ospina -- Mary Uhl-Bien -- Sonia M. Ospina -- References -- Foreword -- CHAPTER 1 -- Introduction -- The Connecting Leader -- Zahira Jaser -- University of Sussex Business School -- ABSTRACT -- UNDERSTANDING THE CONNECTING LEADER -- Role Interconnectedness -- Under Assumptions of Informal Leadership -- Under Assumptions of Formal Leadership |
|
Janusian Tensions Arising From the Role Coenactment -- Tensions About Material Resources -- Tensions About Intangible Resource -- WAYS OF SEEING THE CONNECTING LEADER -- Leadership Triads -- Figure 1.1. The connecting leader. -- Leadership in Practice -- Leader and Follower as One -- INTRODUCTION TO THE BOOK CHAPTERS -- CONCLUSION -- References -- Table 2.2. Multilevel Nature of Shared Leadership: The Whole and its Parts -- PART 1 -- INTERCONNECTED LEADER-FOLLOWER IDENTITIES -- CHAPTER 2 -- From a Leader and a Follower to Shared Leadership |
|
An Identity-Based Structural Model for Shared Leadership Emergence -- Elisa Adriasola -- Universidad Adolfo Ibanez, Chile -- Robert G. Lord -- Durham University, United Kingdom -- ABSTARCT -- Table 2.1. Conceptual Model for Shared Leadership Process Studies -- Shared Leadership and Multilevel Identity Dynamics -- Identity and Dynamic Systems -- Figure 2.1. Individual level interplay between leader and follower self-schema activation. -- An Identity-Based, Structural Model for Shared Leadership -- Interrelated Identities as a Structure for Shared Leadership |
| Summary |
"Previous books of the Leadership Horizon Series showed unequivocally how both leaders and followers play an equally important part in the co-production of leadership outcomes, and how leader and follower identities are fluid, so that the same individual can enact both at different times. This book stretches the notion of leadership a step further by exploring the co-enactment of both roles, identities, and positions of leader and follower by one same individual. This individual is defined as a connecting leader, as in this co-enactment he/she functions as connector between different leadership relationships. The concept of connecting leader emerges from the observation that most individuals in organizations engage in the leader-follower role co-enactment: managers, pulled between executives and reportees; CEOs, between the board and the head of departments; or employees involved in cross functional teams, leading and following in different degrees, subject to their expertise. Yet, despite its pervasiveness this concept is at best under theorized by the literature, which, dominated by dyadic and romanticized views, mostly presents the roles as enacted by separate individuals facing each other. To advance our understanding of connecting leaders the editor proposes to shift our focus on leadership in three ways: to unpack the interconnectedness and interplay of leader and follower identities; to investigate the tensions arising from the co-enactment and how these can be overcome; to widen the way in which we study leadership, through new configurations (e.g. leadership triads) and ontologies; and finally to consider the similarities between leading and following. The book chapters are organized to mirror these areas of exploration. Understanding leadership from a perspective that acknowledges that many individuals in organizations are not just leaders or followers, but both, democratizes the way we theorize leadership, and moves us further away from the temptation to romanticize it"-- Provided by publisher |
| Notes |
Description based upon print version of record |
|
Figure 2.2. Multilevel nature of shared leadership |
| Subject |
Leadership.
|
|
Followership.
|
|
Leadership
|
|
Followership
|
|
Leadership
|
| Form |
Electronic book
|
| ISBN |
9781648022067 |
|
1648022065 |
|
