Reflecting on Leadership, Leading, and Leaders

Carole J. Elliott ()
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Carole J. Elliott: University of Sheffield

Chapter Chapter 14 in The Palgrave Handbook of Critical Human Resource Development, 2023, pp 243-255 from Springer

Abstract: Abstract To develop responsible leadership practice for equitable organizations, societies require continuous critical scrutiny of the sociohistorical conditions that shape leadership. Critical HRD scholarship and practice accept a responsibility to question accepted leadership norms, and to propose alternatives to leadership practice that sustain asymmetries of power. Informed by the critical leadership studies literature, this chapter proposes the framework of People, Place, and Process as a critical lens that critical HRD scholars can adopt and adapt when researching leadership or developing leadership capacity in a range of contexts. The chapter concludes by proposing tools and learning practices that critical HRD scholars can employ to promote cycles of critical reflexivity helpful in challenging traditional assumptions and beliefs about leadership.

Keywords: Critical leadership studies; Critical HRD; Asymmetries of power; Leadership; Qualitative methodologies; Theorizing; People; Place; Process (search for similar items in EconPapers)
Date: 2023
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-031-10453-4_14

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DOI: 10.1007/978-3-031-10453-4_14

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