Offentligt lederskab som interaktioner og relationer
DOI:
https://doi.org/10.22439/pgr.v5i0.5882Nøgleord:
Romantisering af lederskab, Delt lederskab, Relationel lederskabsteori, Transformativt lederskab, Komplekse organisationerResumé
Interessen for ledelse, lederskab og lederskabsteori i offentlig sektor er steget betydeligt de seneste 20 år. I artiklen argumenteres fo, at den måde vi tænker om og taler om lederskab, kan have stor betydning for hvordan det kan udøves i praksis. Lederskab er en lille, men vigtig del af det at være leder, og handler dybest set om at skabe indflydelse, bevægelse og om at mobilisere mennesker. I såvel forskningslitteraturen som i mere populære tekster bliver begrebet lederskab brugt i mange forskellige betydninger. Oftest handler det dog om en enkelt person, det vil sige lederen. Ikke mindst i offentlige organisationer, som typisk tilbyder en kompleks og mangfoldig kontekst, er værdien af fokus på en enkeltperson dog begrænset. I stedet kan vi søge inspiration i den del af lederskabsforskningen, som mere fokuserer på elementer som delt lederskab og som lægger vægt på relationer og interaktioner, og som opfatter lederskab som en proces. I denne artikel gennemgår vi nogle af de centrale teoretiske retninger indenfor feltet, og illustrerer brugbarheden i at italesætte lederskab mere i termer af interaktioner og relationer, end i termer af personer.
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