 Deconstructing The End of LeadershipRobert P. French SAGE Open, 2016, vol. 6, issue 1, 2158244016628588 Abstract: The current article deconstructs Kellerman’s The End of Leadership via postmodernity, epistemology, and worldviews. Despite perceptively synthesizing and diagnosing a host of issues and assumptions that plague the leadership industry, Kellerman’s argument is flawed in two substantial, overlapping ways. First, the argument is decidedly grounded in modernity, despite the obvious evidences of a postmodern critique. Second, although the impact of technology and culture are likely correctly identified as significant, analysis explicating why these altered views about leaders facilitated a redistribution of power is unattended to. Therefore, the current work argues that The End of Leadership compellingly diagnoses the condition of the leadership industry via an incomplete lens. Therefore, three counterthemes are offered to compliment and nuance Kellerman’s argument: first, an understanding that technologies alter epistemologies; second, an analysis of the assumptions tethered to the epistemologies of modernity; and third, that individual and collective worldviews have changed as a consequence of the epistemological shift of postmodernity. Keywords: The End of Leadership; Barbara Kellerman; epistemological shift of postmodernity; epistemology; postmodernity; modernity; leadership (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:sae:sagope:v:6:y:2016:i:1:p:2158244016628588 Access Statistics for this article More articles in SAGE Open |
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