Exploring Leadership: Chapter 10

Exploring Leadership: Chapter 10

In today’s episode, we’re unpacking Chapter 10 of Exploring Leadership (2nd edition) written by Richard Bolden, Jonathan Gosling, and Beverly Hawkins. In this final chapter, the authors examine the evolution of responsible leadership practices, the spiritual and ethical dimensions of leadership, and emerging substitutes for leadership such as partnerships and self-organized groups. They emphasize that leadership is relational, contextual, and ongoing, calling leaders to act as stewards who consider the broader impact of their decisions on people, communities, and future generations. The chapter also highlights the importance of purpose, human values, and cultural context in shaping effective leadership practices. Exploring Leadership: Bolden, R., Gosling, J., & Hawkins, B. (2023). Exploring leadership: Individual, organizational and societal perspectives (2nd ed.). Oxford University Press. Triple Bottom Line: Elkington, J. (1998) Cannibals with Forks: The Triple Bottom Line of 21st Century Business. Stony Creek, CT: New Society Publishers. Spiritual Leadership: Fry, L. (2003) Toward a theory of spiritual leadership. The Leadership Quarterly, 14(6), 693-727. https://doi.org/10.1016/j.leaqua.2003.09.001 Fry, L., and Cohen, M. (2009), Spiritual leadership as a paradigm for organizational transformation and recovery from extended work hours cultures, Journal of Business Ethics, 84(2), 265-278. https://doi.org/10.1007/s10551-008-9695-2 Fry, L., and Slocum, J. (2008) Maximising the triple bottom line through spiritual leadership, Organizational Dynamics, 37(1), 86-96. https://doi.org/10.1016/j.orgdyn.2007.11.004 Grint, K. (2010) The sacred in leadership: separation, sacrifice, and silence, Organization Studies, 31(1), 89-107. https://doi.org/10.1177/01708406093470 Autonomist Leadership: Western, S. (2014) Autonomist leadership in leaderless movements: Anarchists leading the way, Ephemera, 14(4), 673-69. https://www.ephemerajournal.org/sites/default/files/pdfs/contribution/14-4western_0.pdf Leadership Ontology:  Kelly, S. (2014) Towards a negative ontology of leadership, Human Relations, 67(8), 905-922. https://doi.org/10.1177/001872671350317

Exploring Leadership: Chapter 9

In today’s episode, we’re unpacking Chapter 9 of Exploring Leadership (2nd edition) written by Richard Bolden, Jonathan Gosling, and Beverly Hawkins. This chapter explores cross-cutting and emerging perspectives of leadership, guiding us through difficult conversations about gender, inclusion, technology, and ethics. The authors highlight the importance of inclusive and compassionate leadership, the ethical challenges posed by digitalization, and the ways technology can both empower and distance leaders and followers. Overall, this chapter emphasizes the need for leaders to confront biases, foster belonging, and practice ethical, socially responsible leadership in a rapidly changing world. Exploring Leadership: Bolden, R., Gosling, J., & Hawkins, B. (2023). Exploring leadership: Individual, organizational and societal perspectives (2nd ed.). Oxford University Press. Glass Ceiling:  Speech: Marilyn Loden, 1978 Glass Cliff:  Ryan, M. and Haslam, S. A. (2005) The glass cliff: Evidence that women are over-represented in precarious leadership positions, British Journal of Management, 16, 81-90. https://doi.org/10.1111/j.1467-8551.2005.00433.x Inclusive Leadership: Bourke, J. and Titus, A. (2019) Why inclusive leaders are good for organizations, and how to become one, Harvard Business Review, 29th March, https://hbr.org/2019/03/why-inclusive-leaders-are-good-for-organizations-and-how-to-become-one Compassionate Leadership: Atkins, P. W. B. and Parker, S. K. (2012) Understanding individual compassion in organizations: the role of appraisals and psychological flexibility, The Academy of Management Review, 37(4), 524-46. https://doi.org/10.5465/amr.2010.0490 Shock Experiment: Milgram, S. (1963). Behavioral Study of obedience. The Journal of Abnormal and Social Psychology, 67(4), 371–378. https://doi.org/10.1037/h0040525 Algorithmic Leadership: Schmidt, G. B. and Van Dellen, S. A. (2022) Leadership of place in virtual environments, Leadership, 18(1), 186-202. https://doi.org/10.1177/17427150211045153

Exploring Leadership: Chapter 8

In today’s episode, we’re unpacking Chapter 8 of Exploring Leadership (2nd edition) written by Richard Bolden, Jonathan Gosling, and Beverly Hawkins. This chapter explores societal perspectives on leadership, focusing on how leaders respond to “Grand Challenges” like climate change, pandemics, and social upheaval which are complex problems with no simple solutions. The authors introduce sustainable and regenerative leadership, emphasizing stewardship, system thinking, and valuing “we” over “me.” They also outline leadership responses to grand challenges, including denial, salvation, and adaptation, as well as strategies for building bridges in polarized communities. Ultimately, this chapter challenges us to think critically about resilience, system change, and the role of leaders in guiding societies through uncertainty. Exploring Leadership: Bolden, R., Gosling, J., & Hawkins, B. (2023). Exploring leadership: Individual, organizational and societal perspectives (2nd ed.). Oxford University Press. Sustainable/Regenerative leadership:  Wheatley, M. and Frieze, D. (2010) Leadership in the Age of Complexity: From Hero to Host, URL: https://www.margaretwheatley.com/articles/Leadership-in-Age-of-Complexity.pdf. Satterwhite, R., Sarid, A., Cunningham, C.M., et al. (2020) Contextualising our leadership education approach to complex problem solving: shifting paradigms and evolving knowledge: Priority 5 of the national leadership education research agenda 2020-2025, Journal of Leadership Studies, 14(3), 63-71. https://doi.org/10.1002/jls.21717 Satterwhite, R., Sheridan, K., & McIntyre Miller, W. (2022). Tensions in Sustainability Leadership. In K. Guthrie & K. Priest (Eds.), Navigating complexities in leadership: Moving towards critical hope. Information Age Publishing. Leadership of Denial: Eisenstein, C. (2020) The Coronation, URL: https://charleseisenstein.org/essays/the-coronation/ 5 Practices:  Ospina, S. and Foldy, E. (2010) Building bridges from the margins: The work of leadership in social change organizations, Leadership Quarterly, 21(2), 292-307. https://doi.org/10.1016/j.leaqua.2010.01.008

Exploring Leadership: Chapter 7

In this episode of Brent’s Notepad, we explore Chapter 7 of Exploring Leadership (2nd edition), written by Richard Bolden, Jonathan Gosling, and Beverley Hawkins, which expands our view from organizational to societal leadership. The authors distinguish organizations, with formal goals and structures, from communities, defined by informal relationships and trust, highlighting the role of social capital in leadership. They discuss globalization and localized, cross-cultural leadership, introducing etic (outsider) and emic (insider) approaches to understanding culture and leadership practices. Chapter 7 emphasizes worldly leadership, which adapts to local contexts while connecting diverse communities, showing that effective leadership balances structure, belonging, and context. Ultimately, the chapter reminds us that leadership is not one-size-fits-all but grounded in immersion, relationships, and the specific needs of people and places. Exploring Leadership: Bolden, R., Gosling, J., & Hawkins, B. (2023). Exploring leadership: Individual, organizational and societal perspectives (2nd ed.). Oxford University Press. Social Capital: Day, D. V. (2024). Developing leaders and leadership: Principles, practices, and processes. Palgrave Macmillan. Day D. V. (2000) Leadership development: A review in context, The Leadership Quarterly, 11(4), 581-613. https://doi.org/10.1016/S1048-9843(00)00061-8 Putnam, R. D. (2000) Bowling Alone: The Collapse and Revival of American Community. New York: Simon & Schuster. Globalization:  Eriksen, T. H. (2007) Globalization: The Key Concepts, 2nd edition. Oxford: BERG. Cross-Cultural Leadership: House, R.J. et al. (2004) Culture, Leadership and Organizations: The GLOBE study of 62 societies. Thousand Oaks: Sage. House, R.J. et al. (2014) Strategic Leadership Across Cultures: The GLOBE Study of CEO Leadership Behavior and Effectiveness in 24 Countries. Thousand Oaks: Sage. Etic & Emic Approaches:  Schedlitzki, D., Ahonen, P., Wankhade, P., Edwards, G., & Gaggiotti, H. (2017). Working with language: A refocused research agenda for cultural leadership studies. International Journal of Management Reviews, 19(2), 237-257. https://doi.org/10.1111/ijmr.12100 Schedlitzki, D., Case, P., & Knights, D. (2017). Ways of leading in non-Anglophone contexts: Representing, expressing and enacting authority beyond the English-speaking world. Leadership, 13(2), 127-132. https://doi.org/10.1177/1742715017694233 Understanding Leadership:  Ray, T., Clegg, S., and Gordon, R (2004) 'A new look at dispersed leadership: power, knowledge and context', in j. Storey (Ed.) Leadership in Organizations: Current Issues and Key Trends, pp. 319-336. Oxon: Routledge.

Exploring Leadership: Chapter 6

In this episode of Brent’s Notepad, we explore Chapter 6 of Exploring Leadership (2nd edition), written by Richard Bolden, Jonathan Gosling, and Beverley Hawkins, examining the complex relationship between leadership, power, and politics. The authors outline French and Raven’s five sources of power and Weber’s three types of authority, showing how legitimacy transforms power into influence. They discuss both “big P” politics in governments and organizations and “small p” politics in everyday workplace dynamics, as well as how organizational culture can empower or marginalize. The chapter also highlights toxic leadership, where charisma and manipulation maintain control at the expense of ethics and inclusion. Ultimately, it reminds us that leadership is inseparable from power and politics, requiring reflection and intentionality to guide and inspire responsibly. Exploring Leadership: Bolden, R., Gosling, J., & Hawkins, B. (2023). Exploring leadership: Individual, organizational and societal perspectives (2nd ed.). Oxford University Press. Sources of Power: French, J., Jnr and Raven, B. H. (1959) 'The Bases of Social Power', in D Cartwright (ed.) Studies of Social Power, pp. 150-67. Ann Arbor, MI: Institute for Social Research. Authority:  Weber, M. (1921/1978) Economy and Society: An Outline of Interpretive Sociology. Berkeley: University of California Press. Panopticon:  Foucault, M. (1979) Discipline and Punish: the Birth of the Prison (trans Alan Sheridan). New York: Vintage Books. Foucault, M. (1980) Power/Knowledge: Selected interviews and other writings, 1972 - 1977. London: Harvester Press Ltd. Frames of Reference:  Fox, A. (1966) Industrial Sociology and Industrial Relations. Research Papers 3, Royal Commission on Trade Unions and Employers' Associations. London: HMSO. Fox, A. (1974) Beyond Contract: Work, Power, and Trust Relations. London: Faber and Faber. Organizational Culture:  Schein, E. H. (1992) Organizational Culture and Leadership. San Francisco: Jossey-Bass.