Offentligt lederskab som interaktioner og relationer
DOI:
https://doi.org/10.22439/pgr.v5i0.5882Keywords:
Romantisering af lederskab, Delt lederskab, Relationel lederskabsteori, Transformativt lederskab, Komplekse organisationerAbstract
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.
References
Andersen, L. B., Greve, C. & Torfing, J. (2017). Offentlige Styringsparadigmer: Konkurrence og Sameksistens. København: DJØF Forlag.
Antonakis, J., Bastardoz, N., Jacquart, P., & Shamir, B. (2016). Charisma: An illdefined and ill-measured gift. Annual Review of Organizational Psychology and Organizational Behavior, 3, 293–319. https://doi.org/10.1146/annurev-orgpsych-041015-062305
Bass, B. M., & Avolio, B. J. (1990). Transformational Leadership Development: Manual for the Multifactor Leadership Questionnaire. Consulting Psychologists Press.
Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership. Psychology Press.
Bryman, A. (1992). Charisma and Leadership in Organizations. Sage Publications.
Burns, J. M. (1978). Leadership. New York: Harper & Row.
Clifton, J. (2006). A conversation analytical approach to business communication: The case of leadership. Journal of Business Communication, 43(3), 202–219. https://doi.org/10.1177/0021943606288190
Conger, J. A., & Kanungo, R. N. (1987). Toward a behavioral theory of charismatic leadership in organizational settings. Academy of Management Review, 12(4), 637–647.
Conger, J. A., & Kanungo, R. N. (1998). Charismatic Leadership in Organizations. Thousand Oaks, CA: Sage. https://doi.org/10.5465/amr.1987.4306715
Cunliffe, A. L. (2016). Republication of “On Becoming a Critically Reflexive Practitioner”. Journal of Management Education, 40(6), 747–768. https://doi.org/10.1177/1052562916674465
Cunliffe, A. L., & Eriksen, M. (2011). Relational leadership. Human Relations, 64(11), 1425–1449. https://doi.org/10.1177/0018726711418388
Denis, J-L., Langley, A., & Sergi, V. (2012). Leadership in the Plural. Academy of Management Annals, 6(1), 211–283. https://doi.org/10.5465/19416520.2012.667612
Fiedler, F. E. (1964). A contingency model of leadership effectiveness. In: Advances in Experimental Social Psychology, 1, 149–190. https://doi.org/10.1016/s0065-2601(08)60051-9
Fletcher, J. K. (2004). The paradox of postheroic leadership: An essay on gender, power, and transformational change. The leadership quarterly, 15(5), 647–661. https://doi.org/10.1016/j.leaqua.2004.07.004
Fleishman, E. A. (1953). The description of supervisory behavior. Journal of Applied Psychology 37(1): 1–6. https://doi.org/10.1037/h0056314
Graen, G. B. & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), 219–247. https://doi.org/10.1016/1048-9843(95)90036-5
Grint, K. (2005a). Leadership: Limits and Possibilities. New York: Palgrave Macmillan.
Grint, K. (2005b). Problems, problems, problems: The social construction of ‘leadership’. Human Relations, 58(11), 1467–1494. https://doi.org/10.1177/0018726705061314
Heifetz, R. A., Grashow, A., & Linsky, M. (2009). The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World. Harvard Business School Publishing India Pvt. Limited. https://doi.org/10.1111/j.1744-6570.2009.01168_4.x
Hersey, P., & Blanchard, K. H. (1969). Life cycle theory of leadership. Training & Development Journal.
Holm, F., & Fairhurst, G. T. (2018). Configuring shared and hierarchical leadership through authoring. Human Relations, 71(5), 692–721. https://doi.org/10.1177/0018726717720803
Judge, T. A., & Piccolo, R. F. (2004). Transformational and Transactional Leadership: A Meta-Analytic Test of Their Relative Validity. Journal of Applied Psychology, 89(5), 755–768. https://doi.org/10.1037/0021-9010.89.5.755
Larsson, M. (2017). Leadership in interaction. In J. Storey, J. Hartley, J-l. Denis, et al. (Eds.), The Routledge Companion to Leadership (pp. 173–193). New York: Routledge.
Larsson, M., & Lundholm, S. E. (2013). Talking work in a bank: A study of organizing properties of leadership in work interactions. Human Relations, 66(8), 1101–1129. https://doi.org/10.1177/0018726712465452
Meindl, J. R., Ehrlich, S. B., & Dukerich, J. M. (1985). The Romance of Leadership. Administrative Science Quarterly, 30(1), 78–102. https://doi.org/10.2307/2392813
Meyer, J. H., & Land, R. (2005). Threshold concepts and troublesome knowledge (2): Epistemological considerations and a conceptual framework for teaching and learning. Higher education, 49(3), 373–388. https://doi.org/10.1007/s10734-004-6779-5
Pearce, C. L., & Conger, J. A. (Eds.). (2003). Shared Leadership: Reframing the Hows and Whys of Leadership. Thousand Oaks: Sage. https://doi.org/10.4135/9781452229539.n14
Uhl-Bien, M. (2006). Relational leadership theory: Exploring the social processes of leadership and organizing. The leadership quarterly, 17(6), 654–676. https://doi.org/10.1016/j.leaqua.2006.10.007
van Knippenberg, D., & Sitkin, S. B. (2013). A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? The Academy of Management Annals, 7(1), 1–60. https://doi.org/10.1080/19416520.2013.759433
Wadel, C. C. (2012). Ledelse i et interaksjonsperspektiv. Sosiologi i Dag, 42(2).
Weber, M. (1958). The three types of legitimate rule. Berkeley Publications in Society and Institutions, 4(1), 1–11.
Weber, R., Camerer, C., Rottenstreich, Y., & Knez, M. (2001). The Illusion of Leadership: Misattribution of Cause in Coordination Games. Organization Science, 12(5), 582–598. https://doi.org/10.1287/orsc.12.5.582.10090
Yukl, G. (2012). Effective Leadership Behavior: What We Know and What Questions Need More Attention. Academy of Management Perspectives, 26(4), 66–85. https://doi.org/10.5465/amp.2012.0088
Zaleznik, A. (1977). Managers and leaders: Are they different? Harvard Business Review, 15(3), 67–84.
Downloads
Published
Issue
Section
License
Forfattere, der publicerer i Public Governance Research (PGR), bevarer ophavsretten til deres værker og giver PGR ret til første publicering. Værkerne er omfattet af en CC BY-NC-ND 4.0-licens, der giver andre ret til at dele værkerne under forudsætning af, at der henvises til værkets forfatter(e), og at værket oprindeligt blev publiceret i PGR. Forfattere kan indgå flere separate kontraktlige aftaler om ikke-eksklusiv distribution af tidsskriftets publicerede version af værket (f.eks. udgive det i en bog), med en henvisning til, at artiklen oprindeligt blev publiceret i PGR.
