Ann L Cunliffe
Professor of Organization Studies
University of Leeds, UK
The Embedded Nature of Leadership, Relationality and Ethics
How might we start thinking about leadership differently? I suggest we need to go back to the fundamental ontological questions about the nature of social reality and who we are in the world. If we begin to think about everyday life as intersubjective, then leadership is embodied in who we are and embedded in our everyday conversations and interactions with others. I will propose that this form of leadership foregrounds relationality and the need to make morally-informed judgments through a form of ethics I have called relational integrity. We will explore what this might look like in practice and the consequences for leadership education.
You can go the University of Hertfordshire booking page here: http://tinyurl.com/crm734w
Posted in Business ethics, critical management studies, leadership | Tagged ethics, leadership education, Prof Ann L Cunliffe, relational leadership | Leave a Comment »
Exploring the Cult of Leadership – alternative ideas from relational and complex responsive processes perspectives.
This is just to remind those of you interested in coming to the 2013 Complexity and Management Conference that there are just a few days left before the early bird discount expires on Friday 26th April.
You can find a copy of the agenda for the three days here: CMC June 2013.
And you can go the University of Hertfordshire booking page here: http://tinyurl.com/crm734w
Posted in complex responsive processes, complexity, critical management studies, management education | Tagged CMC 2013, Complexity and Management Conference | Leave a Comment »
Key note speaker: Professor Ann Cunliffe
This is just to draw to your attention to the fact that the early bird rate for the CMC, which saves you £50 on the full conference fee, ends on Friday 26th April.
Posted in complex responsive processes, complexity, critical management studies, management education | Tagged Ann Cunliffe, complex responsive processes, Complexity and Management Conference, critical management studies, leadership | Leave a Comment »
At the Complexity and Management Conference in June this year we will be hosting discussions about leaders and leadership from a critical perspective. As a way of warming up for the event it might be interesting to rehearse three recent and different critical perspectives on the ineluctable rise of ‘leaderism’ in contemporary society. The first, by Rakesh Khurana (2007), charts the development of the discourse of leadership and the way it has colonised and captured American business schools coterminous with the ascendancy of neo-liberal economics. The second, by Martin and Learmonth (2012), looks at the way that the discourse on leadership is used to co-opt a broad range of actors into particular projects to ‘reform’ the public sector, and the third, by Alvesson and Spicer (2011), explores the way that a more nuanced critique of leadership might be developed to help employees struggle with the exercise of authority in organisations. Mats Alvesson is a previous guest at the CMC conference. Continue Reading »
Posted in complex responsive processes, complexity, critical management studies, leadership, management education, NHS, science | Tagged Ann Cunliffe, CMC conference June 2013, complex responsive processes, leadership, leadership critique | Leave a Comment »
‘Leadership is leadership, and talent is talent’. So said a Minister from the UK Home Office when called upon to respond to criticisms of recent government proposals to open up some of the middle management positions in the police force to applicants from business and the community. In expressing himself thus, he gave a very good example of the way in which the cult of leadership has taken hold in current discourse about the management of organisations, and is taken for granted. By implication we all know what leadership is and can feel confident that certain individuals, particularly from a business background, are good leaders whatever the context. Leadership has become a foundational concept.
In this year’s Complexity and Management Conference we will be calling into question this blind faith ubiquitously expressed in the notion of leaders and leadership. Some of the topics we may find ourselves discussing are whether the assumption that leadership is distinct for management really holds; whether the necessary exercise of authority in organisations can always be understood in terms of what leaders are doing; whether the concept of leadership has been so widely stretched and differentiated (servant leadership, distributed leadership, self-leadership, leadership and followership, even upwards leadership) that it has become meaningless and unhelpful. Because it is so widely spoken about, yet so little understood, it becomes a very important topic for critical reflection.
From the perspective of complex responsive processes, and from the insights offered by our guest speaker, Professor Ann Cunliffe of Leeds University, we will be trying to understand leadership as a highly social phenomenon co-created by people as they negotiate how to go on together.
The conference attracts a wide diversity of participants every year: academics from other institutions, consultants and managers, as well as graduates and current students from the Doctor of Management programme.
If you would like to book for the conference the payment page at the University of Hertfordshire site is now open and can be accessed here: http://tinyurl.com/crm734w
As usual, there is a discount of £50 for early-bird bookers up till April 26th.
We look forward to seeing you there.
Posted in complex responsive processes, complexity, leadership, management | Tagged Ann Cunliffe, complexity, Complexity and Management Conference 2013, cult of leadership, leadership | Leave a Comment »
Exploring the cult of leadership: alternative ideas from relational and complex responsive processes perspectives.
During the past 10-15 years there has been a proliferation of leadership programmes run by business schools, consultancy companies and training organisations. Leadership development is routinely offered to employees throughout organisations, private and public, irrespective of whether staff lead, or intend to lead others or not. It is a prerequisite to have had leadership training and to aspire to leadership positions for organisational advancement, or even to take up an ordinary career. Many of these programmes draw on a host of contradictory books and journal articles which continue to be produced in large numbers. In the UK and throughout North America and Europe, and even in the developing world, there is no avoiding the discussion of leadership in contemporary organisational life. Leadership, and aspiring to be a leader, have become a cult value.
And yet the more that is furnished in the way of leadership literature and development programmes, the less clear it is what we are actually talking about. Current discussion of leadership tends to veer between depicting failures of leadership, often attributed to weak individuals or failing ‘systems’, or idealising conceptions of the leader-as-hero. The first approach covers over what people are actually doing with each other at work, while the latter calls out the possibility of a commensurate degree of disappointment when our leaders are revealed to have feet of clay. As the Harvard professor Rakesh Khurana (2007) put it when he reflected on the sorry state of leadership scholarship in his book From Higher Aims to Hired Hands:
‘From a scholarly perspective, then, leadership as a body of knowledge, after decades of scholarly attention under the social sciences research lens that the Ford Foundation found so eminently promising, remains without either a widely accepted theoretical framework or a cumulative empirical understanding leading to a usable body of knowledge. Moreover, the probability that leadership studies will make significant strides in developing a fundamental knowledge base is fairly low.’ (2007: 357) Continue Reading »
Posted in complex responsive processes, complexity, critical management studies, leadership, management education, politics of everyday life | Tagged complex responsive processes, Complexity and Management Conference, leadership, relational leadership | 2 Comments »