Living Leadership: A Systemic Constructionist Approach
This article offers a practical theory of leadership grounded in systemic thinking and social constructionism. A systemic constructionist approach conceptualizes leadership as a co-created, performative, attributional, and contextual process where the ideas articulated in talk or action are recogniz...
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| Veröffentlicht in: | Leadership (London, England) England), 2008-08, Vol.4 (3), p.227-251 |
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| container_end_page | 251 |
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| container_issue | 3 |
| container_start_page | 227 |
| container_title | Leadership (London, England) |
| container_volume | 4 |
| creator | Barge, J. Kevin Fairhurst, Gail T. |
| description | This article offers a practical theory of leadership grounded in systemic
thinking and social constructionism. A systemic constructionist approach
conceptualizes leadership as a co-created, performative, attributional, and
contextual process where the ideas articulated in talk or action are recognized
by others as progressing tasks that are important to them. Using a systemic
constructionist framework, we argue that leadership theory and research needs to
give attention to three important discursive practices: (1) sensemaking, (2)
positioning, and (3) play. The implications for theory, research, and practice
from a systemic constructionist perspective are highlighted. |
| doi_str_mv | 10.1177/1742715008092360 |
| format | Article |
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conceptualizes leadership as a co-created, performative, attributional, and
contextual process where the ideas articulated in talk or action are recognized
by others as progressing tasks that are important to them. Using a systemic
constructionist framework, we argue that leadership theory and research needs to
give attention to three important discursive practices: (1) sensemaking, (2)
positioning, and (3) play. The implications for theory, research, and practice
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conceptualizes leadership as a co-created, performative, attributional, and
contextual process where the ideas articulated in talk or action are recognized
by others as progressing tasks that are important to them. Using a systemic
constructionist framework, we argue that leadership theory and research needs to
give attention to three important discursive practices: (1) sensemaking, (2)
positioning, and (3) play. The implications for theory, research, and practice
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thinking and social constructionism. A systemic constructionist approach
conceptualizes leadership as a co-created, performative, attributional, and
contextual process where the ideas articulated in talk or action are recognized
by others as progressing tasks that are important to them. Using a systemic
constructionist framework, we argue that leadership theory and research needs to
give attention to three important discursive practices: (1) sensemaking, (2)
positioning, and (3) play. The implications for theory, research, and practice
from a systemic constructionist perspective are highlighted.</abstract><cop>London, England</cop><pub>SAGE Publications</pub><doi>10.1177/1742715008092360</doi><tpages>25</tpages></addata></record> |
| fulltext | fulltext |
| identifier | ISSN: 1742-7150 |
| ispartof | Leadership (London, England), 2008-08, Vol.4 (3), p.227-251 |
| issn | 1742-7150 1742-7169 |
| language | eng |
| recordid | cdi_proquest_miscellaneous_61716281 |
| source | SAGE Journals; Sociological Abstracts |
| subjects | Discursive Practices Leadership Social Constructionism Theoretical Problems |
| title | Living Leadership: A Systemic Constructionist Approach |
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