Donna Ladkin
Datos Biográficos
| ID | 4145147 |
|---|---|
| NOMBRE | Donna Ladkin |
| NOMBRES | Donna |
| APELLIDO | Ladkin |
| FIRMA | LADKIN D |
| AFILIACIONES | Antioch University |
| ORCID | 0000-0002-2369-0812 |
| VERIFICADO | Sí |
| TOTAL DE OBRAS | 12 |
| TOTAL DE CITAS | 42 |
| TOTAL COMO AUTOR | 12 |
| TOTAL COMO EDITOR | 0 |
| PRIMER AÑO DE PUBLICACIÓN | 2005 |
| AÑO MÁS RECIENTE DE PUBLICACIÓN | 2022 |
| ÍNDICE H | 4 |
Whiteness in leadership theorizing
Leadership theorizing is largely constructed from a positional vacuum, as if leadership looks and works identically across contexts, and as if those who theorize about leadership are not themselves subject to biases based on their own gendered, racial, class, sexual, and national identities. This article challenges the assumed neutrality of leadership theorizing by analyzing one of the most utilized and researched leadership theories, Bernard Bas…
From sovereign to subject
Problematizing authentic leadership
This short essay argues that the case of minoritized individuals attempting to lead authentically highlights barriers that anyone leading from their “true self” will encounter. By offering the concepts of “double consciousness” and “intersectionality,” the notion of the ‘true self” at the center of authentic leadership is problematized from the perspective of the individual leader. These difficulties are exacerbated by considering both the role d…
What Donald Trump’s response to Covid-19 teaches us
This article challenges our collective focus on individual leaders such as Donald Trump especially during times of crisis such as the COVID-19 pandemic. It argues that such attention distracts us from larger systemic dynamics which are contributing to the severity of the pandemic in the US as well as obfuscating the influence of unelected parties whose interests are served by Trump’s actions. In light of these observations, rather than continuing…
How did that happen? Making sense of the 2016 US presidential election result through the lens of the ‘leadership moment’
This article analyses the victory of Donald Trump in the 2016 US election through the lens of the ‘leadership moment’. A phenomenologically based framework, the ‘leadership moment’ theorizes leadership as an event which occurs when context, purpose, followers and leaders align. Perception links these four parts of leadership, in particular the perceptions followers have of their context and the relative strengths competing leaders have to respond…
The journey of individuation
Along with increasing interest in the concept of ‘authenticity’ as it applies to leadership, critique of dominant authentic leadership theorizing is also on the rise. This paper joins that critique in relation to a key aspect of dominant theorizing: its neglect of the unconscious and its role in shaping one’s experience and behaviour. This oversight results in an unrealistic version of ‘authenticity’ which over-emphasizes pro-social, positive con…
From perception to flesh
Although growing numbers of scholars are studying the role embodiment plays in leadership, few attend to the most fundamental level at which bodies are involved: that of the felt experience of being within a leadership dynamic. How do we know, at a bodily level when we are being led, or when we are leading? Does the quality of that bodily based experience have an impact on the extent to which we are willing to engage in leadership processes, eith…
Leadership as art
Artful Leadership (2006) to Oba T'Shaka's two volumes of The Art of Leadership (1990Leadership ( -1991)), the rhetoric that leadership is an art is alive and well.However, with a few exceptions such as Keith Grint's The Arts of Leadership (2001), the moniker 'leadership as art' is used rather indiscriminately, indicative of everything from 'skillful practice' to 'trendy title for a book'.In this special issue we offer six articles that each work …
Understanding Arts-Based Methods in Managerial Development
With the rising use of arts-based methods in organizational development and change, scholars have started to inquire into how and why these methods work. We identify four processes that are particular to the way in which arts-based methods contribute to the development of individual organization managers and leaders: through the transference of artistic skills, through projective techniques, through the evocation of “essence,” and through creatin…
Developing Leaders in Cyber-space
Whereas `distance learning' has often been seen as the poor relation of face-to- face educational encounters, this article suggests that paradoxically, this mode of delivery can offer significant advantages to those aiming to develop highly situated practices, such as leadership capability. In particular, the `distance' from the delivering educational establishment becomes `proximity' or an affordance in terms of where the learning is actually ap…
The Enchantment of the Charismatic Leader
This article takes a novel approach to understanding the phenomenon of charisma by viewing it through the frame of the aesthetic category of the sublime. It draws similarities between the account of the sublime as theorized by the Enlightenment philosopher Immanuel Kant, and the theory of charismatic authority as rendered by Max Weber. The resulting analysis contributes insight into the phenomenon in three ways: it serves to locate the experience…
The enigma of subjectivity
This article explores the issue of how action researchers might fully account for their subjectivity while simultaneously seeking to more fully understand ‘the other’ as they engage in inquiry processes. Ideas from the 20th-century philosophical tradition of phenomenology, including that of the ‘Lifeworld’, ‘presence and readiness-to-hand’, ‘bracketing’, and ‘objectivity for subjectivity’ are considered for the insights they bring to this paradox…
From perception to flesh
Although growing numbers of scholars are studying the role embodiment plays in leadership, few attend to the most fundamental level at which bodies are involved: that of the felt experience of being within a leadership dynamic. How do we know, at a bodily level when we are being led, or when we are leading? Does the quality of that bodily based experience have an impact on the extent to which we are willing to engage in leadership processes, eith…
The enigma of subjectivity
This article explores the issue of how action researchers might fully account for their subjectivity while simultaneously seeking to more fully understand ‘the other’ as they engage in inquiry processes. Ideas from the 20th-century philosophical tradition of phenomenology, including that of the ‘Lifeworld’, ‘presence and readiness-to-hand’, ‘bracketing’, and ‘objectivity for subjectivity’ are considered for the insights they bring to this paradox…
Whiteness in leadership theorizing
Leadership theorizing is largely constructed from a positional vacuum, as if leadership looks and works identically across contexts, and as if those who theorize about leadership are not themselves subject to biases based on their own gendered, racial, class, sexual, and national identities. This article challenges the assumed neutrality of leadership theorizing by analyzing one of the most utilized and researched leadership theories, Bernard Bas…
How did that happen? Making sense of the 2016 US presidential election result through the lens of the ‘leadership moment’
This article analyses the victory of Donald Trump in the 2016 US election through the lens of the ‘leadership moment’. A phenomenologically based framework, the ‘leadership moment’ theorizes leadership as an event which occurs when context, purpose, followers and leaders align. Perception links these four parts of leadership, in particular the perceptions followers have of their context and the relative strengths competing leaders have to respond…
Leadership as art
Artful Leadership (2006) to Oba T'Shaka's two volumes of The Art of Leadership (1990Leadership ( -1991)), the rhetoric that leadership is an art is alive and well.However, with a few exceptions such as Keith Grint's The Arts of Leadership (2001), the moniker 'leadership as art' is used rather indiscriminately, indicative of everything from 'skillful practice' to 'trendy title for a book'.In this special issue we offer six articles that each work …
What Donald Trump’s response to Covid-19 teaches us
This article challenges our collective focus on individual leaders such as Donald Trump especially during times of crisis such as the COVID-19 pandemic. It argues that such attention distracts us from larger systemic dynamics which are contributing to the severity of the pandemic in the US as well as obfuscating the influence of unelected parties whose interests are served by Trump’s actions. In light of these observations, rather than continuing…
The Enchantment of the Charismatic Leader
This article takes a novel approach to understanding the phenomenon of charisma by viewing it through the frame of the aesthetic category of the sublime. It draws similarities between the account of the sublime as theorized by the Enlightenment philosopher Immanuel Kant, and the theory of charismatic authority as rendered by Max Weber. The resulting analysis contributes insight into the phenomenon in three ways: it serves to locate the experience…
Problematizing authentic leadership
This short essay argues that the case of minoritized individuals attempting to lead authentically highlights barriers that anyone leading from their “true self” will encounter. By offering the concepts of “double consciousness” and “intersectionality,” the notion of the ‘true self” at the center of authentic leadership is problematized from the perspective of the individual leader. These difficulties are exacerbated by considering both the role d…
Developing Leaders in Cyber-space
Whereas `distance learning' has often been seen as the poor relation of face-to- face educational encounters, this article suggests that paradoxically, this mode of delivery can offer significant advantages to those aiming to develop highly situated practices, such as leadership capability. In particular, the `distance' from the delivering educational establishment becomes `proximity' or an affordance in terms of where the learning is actually ap…
The enigma of subjectivity
This article explores the issue of how action researchers might fully account for their subjectivity while simultaneously seeking to more fully understand ‘the other’ as they engage in inquiry processes. Ideas from the 20th-century philosophical tradition of phenomenology, including that of the ‘Lifeworld’, ‘presence and readiness-to-hand’, ‘bracketing’, and ‘objectivity for subjectivity’ are considered for the insights they bring to this paradox…
The Enchantment of the Charismatic Leader
This article takes a novel approach to understanding the phenomenon of charisma by viewing it through the frame of the aesthetic category of the sublime. It draws similarities between the account of the sublime as theorized by the Enlightenment philosopher Immanuel Kant, and the theory of charismatic authority as rendered by Max Weber. The resulting analysis contributes insight into the phenomenon in three ways: it serves to locate the experience…
Understanding Arts-Based Methods in Managerial Development
With the rising use of arts-based methods in organizational development and change, scholars have started to inquire into how and why these methods work. We identify four processes that are particular to the way in which arts-based methods contribute to the development of individual organization managers and leaders: through the transference of artistic skills, through projective techniques, through the evocation of “essence,” and through creatin…
Developing Leaders in Cyber-space
Whereas `distance learning' has often been seen as the poor relation of face-to- face educational encounters, this article suggests that paradoxically, this mode of delivery can offer significant advantages to those aiming to develop highly situated practices, such as leadership capability. In particular, the `distance' from the delivering educational establishment becomes `proximity' or an affordance in terms of where the learning is actually ap…
Leadership as art
Artful Leadership (2006) to Oba T'Shaka's two volumes of The Art of Leadership (1990Leadership ( -1991)), the rhetoric that leadership is an art is alive and well.However, with a few exceptions such as Keith Grint's The Arts of Leadership (2001), the moniker 'leadership as art' is used rather indiscriminately, indicative of everything from 'skillful practice' to 'trendy title for a book'.In this special issue we offer six articles that each work …
From perception to flesh
Although growing numbers of scholars are studying the role embodiment plays in leadership, few attend to the most fundamental level at which bodies are involved: that of the felt experience of being within a leadership dynamic. How do we know, at a bodily level when we are being led, or when we are leading? Does the quality of that bodily based experience have an impact on the extent to which we are willing to engage in leadership processes, eith…
The journey of individuation
Along with increasing interest in the concept of ‘authenticity’ as it applies to leadership, critique of dominant authentic leadership theorizing is also on the rise. This paper joins that critique in relation to a key aspect of dominant theorizing: its neglect of the unconscious and its role in shaping one’s experience and behaviour. This oversight results in an unrealistic version of ‘authenticity’ which over-emphasizes pro-social, positive con…
How did that happen? Making sense of the 2016 US presidential election result through the lens of the ‘leadership moment’
This article analyses the victory of Donald Trump in the 2016 US election through the lens of the ‘leadership moment’. A phenomenologically based framework, the ‘leadership moment’ theorizes leadership as an event which occurs when context, purpose, followers and leaders align. Perception links these four parts of leadership, in particular the perceptions followers have of their context and the relative strengths competing leaders have to respond…
What Donald Trump’s response to Covid-19 teaches us
This article challenges our collective focus on individual leaders such as Donald Trump especially during times of crisis such as the COVID-19 pandemic. It argues that such attention distracts us from larger systemic dynamics which are contributing to the severity of the pandemic in the US as well as obfuscating the influence of unelected parties whose interests are served by Trump’s actions. In light of these observations, rather than continuing…
From sovereign to subject
Problematizing authentic leadership
This short essay argues that the case of minoritized individuals attempting to lead authentically highlights barriers that anyone leading from their “true self” will encounter. By offering the concepts of “double consciousness” and “intersectionality,” the notion of the ‘true self” at the center of authentic leadership is problematized from the perspective of the individual leader. These difficulties are exacerbated by considering both the role d…
Whiteness in leadership theorizing
Leadership theorizing is largely constructed from a positional vacuum, as if leadership looks and works identically across contexts, and as if those who theorize about leadership are not themselves subject to biases based on their own gendered, racial, class, sexual, and national identities. This article challenges the assumed neutrality of leadership theorizing by analyzing one of the most utilized and researched leadership theories, Bernard Bas…
Sociology (12 obras) · Psychology (11 obras) · Management and Organizational Studies (9 obras) · Epistemology (8 obras) · Social Psychology (7 obras) · Social Psychology (6 obras) · Computer Science (5 obras) · Philosophy (5 obras) · Aesthetics (4 obras) · Philosophy (4 obras)