Leadership and Critical Performativity ; maybe a new space for conversation
I have found some guidance on how crit perf might relate to leadership. This is in a web page for a meeting in Exeter that happened earlier this year. I guess this is more of a research proposal than a final report with case studies. But it is interesting for me as something to relate to. In the paper on cp there is mention of TQM and then motorcyle maintenance as at least worth looking at. So there could be discussion of how learning happens within quality systems. Leadership appeared to be a development from learning organisations but some of the issues continue to be relevant.
Background reading: André Spicer, Mats Alvesson and Dan Kärreman (2009) Critical Performativity: The Unfinished Business of Critical Management Studies, Human Relations, 62(4): 537-560.So I will try to find out more about this. Any clues from #CMS7 would help. Meanwhile on Thursday this week I will be part of an experiment in using Skype as part of a local radio show. We are just looking at communicating between two floors of one building, from the bar to the basement. But this could attract more guests and online listeners could phone in more as Skype is free. Not off topic yet because this innovation is coming at an operations level. There is a management meeting but as volunteer we don't know that much about it. And sound connections for the building is another mystery.
Existing accounts of leadership are underpinned by two dominant approaches: functionalist studies which have tried to identify factors which ‘cause’ or are ‘outcomes’ of 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 it should not exhaust a critical research agenda. In order to extend this agenda, we posit a performative critique of leadership which emphasises 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. We conclude by drawing out what this means for future empirical studies and more practical engagement with leadership.
Background reading: André Spicer, Mats Alvesson and Dan Kärreman (2009) Critical Performativity: The Unfinished Business of Critical Management Studies, Human Relations, 62(4): 537-560.So I will try to find out more about this. Any clues from #CMS7 would help. Meanwhile on Thursday this week I will be part of an experiment in using Skype as part of a local radio show. We are just looking at communicating between two floors of one building, from the bar to the basement. But this could attract more guests and online listeners could phone in more as Skype is free. Not off topic yet because this innovation is coming at an operations level. There is a management meeting but as volunteer we don't know that much about it. And sound connections for the building is another mystery.