Leadership and the ethics of care – a philosophical analysis (4A)
This two-part post continues the series of posts on caring leadership by focusing on a paper by Tomkins and Simpson titled “Caring Leadership: A Heideggerian Perspective.” A philosophical perspective requires leadership studies to examine what happens “when there is no functionalist blueprint, no clear sense to be made, no comfort in transparency.”
The authors suggest that caring leadership is largely practiced in one or the other of two modes of intervention. One mode is a “leaping-in” intervention and the other is “leaping-ahead” intervention. Overall, the authors posit that much of the care ethics literature provides “too tempting a recipe to follow.”
The first part of this post discusses the paper.… Read the rest
Examining Context in Leadership Studies
Leadership theories and concepts often identify context as a significant leadership variable. The examination of context often focuses on the micro-level. This focus involves relationships among people, within work teams, or within a formal organization. To what extent do leadership studies (LS) relate to context more generally? Does the larger societal or cultural milieu significantly affect how we approach and understand LS? And if it does affect LS, to what extent or how is this context recognized and dealt with? This and the next two posts address these topics.
The significant changes of leadership related terms
When I was a graduate student in the late 1960s the Administrative Science Quarterly (ASQ) was arguably the premier journal dealing with administrative, management, and leadership topics.… Read the rest
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