Exploring alignment of assumptions in plural leadership
A case study of managers’ implicit leadership theories in the danish public sector
Bibliographic Data
| ID | 12883104 |
|---|---|
| Authors | Jonas Holm (0000-0002-2296-2871, Aarhus University, corresponding author) |
| Year | 2022 |
| Volume | 19 |
| Issue | 1 |
| Pages | 43-62 |
| Publication date | 2022-11-07 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Leadership (JOURNAL) |
| Journal identifiers | ISSN: 1742-7150 • E-ISSN: 1742-7169 |
| Publisher | SAGE Publishing (PUBLISHER • US) |
| DOI | 10.1177/17427150221138150 |
| OpenAlex | W4308410223 |
| Language | EN |
| Citations received | 4 |
| References cited | 55 |
Several researchers have observed that growing attention has been given to the concept of plural leadership in the past couple of decades. However, the role of the manager is largely overlooked in the plural leadership literature. In this study, I draw on the concept of implicit leadership theories to explore how managers’ assumptions about leadership might influence organisations’ ability to realise plural leadership. Based on participant observation and interview data, I identify three basic managerial assumptions about leadership that align poorly with the principles of plural leadership: (1) management positions entail ultimate accountability, (2) disagreement is definitively bad, and (3) resistance is exclusively caused by faulty processes. I argue that these assumptions constitute an obstacle to the practical realisation of plural leadership and consequently that interventions targeting managers’ implicit leadership theories might be effective in developing plural leadership beyond rhetorical changes
Leadership · Leadership studies · Leadership style · Linguistics · Neuroleadership · Plural · Political science · Public relations · Servant leadership · Shared leadership · Sociology · Transactional leadership · Transformational leadership · Gender Diversity and Inequality · Management and Organizational Studies · Public Policy and Administration Research
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Collectivistic Leadership Approaches
Distributed Leadership in Organizations
Distributed leadership
Distributed Leadership
Leadership in the Plural
The future of distributed leadership
Distributed Leadership in Higher Education
Shared Leadership in Teams
Implicit leadership theory as a determinant of the factor structure underlying supervisory behavior scales.
Implicit Leadership Theories, Implicit Followership Theories, and Dynamic Processing of Leadership Information
Corporate meetings as genre
Shared leadership
Leading innovation through employees’ participation
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Leadership Configurations
Critical leadership studies
Shared leadership
Leadership of Integrated Health and Social Care Services
Transforming the Public Sector Into an Arena for Co-Creation
Collective Leadership and Context in Public Administration
Understanding Public Leadership
Change leadership and change embeddedness in public organizations
Collective dimensions of leadership
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Qualitative Data Analysis
Field Work
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| Unique citing works | 4 |
|---|---|
| Citations per year | 2 |
| Citation span | 2024 - 2026 (3) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 4 |