Critical leadership studies: The case for critical performativity
Abstract
Existing accounts of leadership are underpinned by two dominant approaches: functionalist studies, which have tried to identify correlations between variables associated with leadership; and interpretive studies, which have tried to trace out the meaning-making process associated with leadership. Eschewing these approaches, we turn to an emerging strand of literature that develops a critical approach to leadership. This literature draws our attention to the dialectics of control and resistance and the ideological aspect of leadership. However, it largely posits a negative critique of leadership. We think this is legitimate and important, but extend this agenda. We posit a performative critique of leadership that emphasizes tactics of circumspect care, progressive pragmatism and searching for present potentialities. We use these tactics to sketch out a practice of deliberated leadership that involves collective reflection on when, what kind and if leadership is appropriate.
Cite this
Mats G Alvesson, André Spicer (2012). Critical leadership studies: The case for critical performativity. Human Relations. https://doi.org/10.1177/0018726711430555
@article{g2012critical,
title = {Critical leadership studies: The case for critical performativity},
author = {Alvesson, Mats G and Spicer, André},
year = {2012},
journal = {Human Relations},
doi = {10.1177/0018726711430555}
}Citations in this library
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