Epilogue: Theory and Research in the Performative Theory of Leadership

Edward Peck and Helen Dickinson
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Edward Peck: University of Birmingham
Helen Dickinson: University of Birmingham

Chapter 11 in Performing Leadership, 2009, pp 189-194 from Palgrave Macmillan

Abstract: Abstract We noted in the Prologue that we are hesitant about suggesting that what we have sketched out here is a new theory of leadership. We are by no means convinced that the world would be a better place for having yet another one; furthermore, as we have shown, the idea of leaders as performers is hardly novel. Nonetheless, the performative perspective does seem to make a distinct contribution to the sense-making school of leadership, building on its foundations and acknowledging its significance whilst seeking to address some of its shortfalls. In summarising where we think our account moves beyond sense-making, we focus on the work of Keith Grint simply because he is the most insightful and influential of the writers in this “tradition” (of which we very much consider ourselves a part).

Keywords: Organisational Context; Organisational Life; Wicked Problem; Social Discourse; Leadership Performance (search for similar items in EconPapers)
Date: 2009
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-24617-1_11

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DOI: 10.1057/9780230246171_11

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