Power and Judgements: Leader-Follower Mutuality

Megan Reitz
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Megan Reitz: Ashridge Business School

Chapter 5 in Dialogue in Organizations, 2015, pp 136-165 from Palgrave Macmillan

Abstract: Abstract The previous two chapters have considered some of the assumptions that might be associated with the ‘leader’ role. This chapter addresses this specifically with the question ‘what was leadership in the group?’ It concerns the themes of ‘power’ and ‘judgements’. Attention is given to the implications that different constructions of ‘leader’ and ‘leadership’ might have had on dialogue in the CI meetings. It is suggested that constructions of leadership in the group were multi-faceted, dynamic and contextual which may be an important consideration for those wishing to ‘lead’ dialogue.

Keywords: Servant Leadership; Previous Chapter; Shared Leadership; Hierarchical Position; Power Gender (search for similar items in EconPapers)
Date: 2015
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-48912-8_6

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DOI: 10.1057/9781137489128_6

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