Leadership and space in 3D: distance, dissent and disembodiment in the case of a new academic building

Karen Dale and Gibson Burrell

Chapter 11 in Leadership in Spaces and Places, 2015, pp 217-241 from Edward Elgar Publishing

Abstract: We demonstrate, through a single case that neither architectural spaces nor leadership are ‘monolithic’, the form predominantly associated with dictatorial leadership – hard, impervious, unyielding and dominant, reflecting a single figure in a landscape. The case of a new academic building presents the lived and embodied experience of one author as researcher and subject, thus providing an ‘insider’ account that can be compared to the rhetoric produced by architects, consultants and senior management. The architect’s account, given on an architectural tour of ‘his’ building, is supplemented by documents and experiential accounts from colleagues. For those professionally concerned with quasi-participative control systems, the twin thrusts of ‘managerialism’ and ‘leaderism’ are very evident in the case, with the typical academic’s experience of formal leadership being one of distance, dissent and disembodiment.

Keywords: Business and Management; Economics and Finance; Social Policy and Sociology (search for similar items in EconPapers)
Date: 2015
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