3,730 research outputs found
Situating and progressing resistance leadership research : An interview with David Collinson and Keith Grint
No full textResistance leadership is a vital concept that gets to the heart of the power dynamics of organizations and societies. This interview, conducted by one of the special issue editors, Owain Smolović Jones, with two key figures in critical leadership studies, Keith Grint and David L. Collinson, provides readers with an orientation to this area of research. It does so through offering definititional clarity, expanding on the concept’s value and summarising key ideas. From this basis, the value of resistance leadership is explored in relation to the climate crisis, inequalities and other key contemporary issues. The interview concludes through offering readers advice on how to pursue compelling and impactful research on resistance leadership
Wicked Problems in the Age of Uncertainty
No full textKeynote speach Professor Keith Grint, University of Warwick </p
Agonistic governance : the antinomies of decision-making in U.S. Navy SEALS
No full textThis article expands organization theory about Wicked, Tame, and Critical problems and their associated decision-making styles, Leadership, Management, and Command, by offering a framework that spans across all three which we call ‘Agonistic Governance’: an approach to decision-making that is premised on the acceptance that complexity generates paradoxes and contradictions and, to be successful, organizational actors must have the agency to positively embrace these, rather than try to eliminate them, recognizing that some failure is the price of overall success. Through an ethnographic study of US Navy SEALs, we suggest that, unlike the cultures of conventional military forces, elite military units can thrive in a leadership environment that is much more subtle, paradoxical and complex, and can be seen as illustrative of Agonistic Governance. Findings reveal that the success of these groups is dependent on the construction of a contradictory decision-making model that recognizes leadership is often as much an art as a science, and an understanding that the willingness to seek out and learn from failure rather than avoid it, is itself part of the solution not the problem. Agonistic Governance offers a way to move from binary thinking rooted in decision-making models that aim to be internally coherent, unilinear and without contradiction, and instead offers a way to accept the irrational and paradoxical prevalent in today’s complex organizational environments. In effect, Wicked Problems an only be addressed by accepting that failure is a prerequisite not a proscription
An ethnographic exploration of the effectiveness of formal leadership development programmes within the context of the UK and New Zealand public sectors
No full textThis thesis examines whether formal leadership development programmes can improve the delivery of leadership within the context of four specific sectors. These are UK local government, the UK Fire and Rescue Service, the UK armed services and the New Zealand public services. Theories of leadership development are linked to theories of leadership, with the conclusion drawn that leadership development perspectives are influenced and follow principles of leadership theory. Two broad foci of leadership development are identified, ‘individual’ and ‘collective’. Within these, four particular ‘schools’ of leadership development are discussed in order to establish a guide to consider what may constitute an effective leadership development process - behavioural, authentic, coalition and experiential. These four theoretical models are presented with a view to further testing in the field.
It is suggested that a research method which values and gives voice to the subjective constructions of actors in the process of leadership development should be adopted. The case is made for an ethnographic method – specifically citing its capacity for rich, deep descriptions, data capture over an extended period of time and within a range of settings.
Results are presented offering support for three of the four models presented – authentic, coalition and experiential, but not for behavioural leadership development. The case is made that leadership development programmes, from the perspective of participants and their colleagues, do improve the practice of leadership – at least to a degree. It is stated, however, that it is a basic principle of ethnography that such a finding will always be bound by the context within which the data was gathered.
Furthermore, it is noted that there was evidence present of more than one of the models presented co-existing within leadership development programmes. In fact, where this happened, participants believed a more dramatic improvement had taken place. With this in mind, a synthesis model is suggested, which seeks to view leadership development as a sensemaking process, rather than as a series of separate events
Theoretical frameworks for the learning of geometrical reasoning
No full textWith the growth in interest in geometrical ideas it is important to be clear about the nature of geometrical reasoning and how it develops. This paper provides an overview of three theoretical frameworks for the learning of geometrical reasoning: the van Hiele model of thinking in geometry, Fischbein’s theory of figural concepts, and Duval’s cognitive model of geometrical reasoning. Each of these frameworks provides theoretical resources to support research into the development of geometrical reasoning in students and related aspects of visualisation and construction. This overview concludes that much research about the deep process of the development and the learning of visualisation and reasoning is still needed
Leadership : a very short introduction
No full textThe subject of leadership raises many questions: What is it? How does it differ from management and command? Are leaders born or bred? Who are the leaders? Do we actually need leaders? Inevitably, the answers are provocative and partial; leadership is a hugely important topic of debate. There are constant calls for 'greater' or 'stronger' leadership, but what this actually means, how we can evaluate it, and why it's important are not very clear. In this Very Short Introduction Keith Grint prompts the reader to rethink their understanding of what leadership is. He examines the way leadership has evolved from its earliest manifestations in ancient societies, highlighting the beginnings of leadership writings through Plato, Sun Tzu, Machiavelli and others, to consider the role of the social, economic, and political context undermining particular modes of leadership. Exploring the idea that leaders cannot exist without followers, and recognising that we all have diverse experiences and assumptions of leadership, Grint looks at the practice of management, its history, future, and influence on all aspects of society
Jersey Homesteads -- A Triple Co-operative
No full textChapter 11, pages 256-276, of
Title: "Tomorrow a new world: the New Deal communuity program."
Publisher: Ithaca, NY, Published for the American Historical Association (by) Cornell University Press, 1959.
Author; Conkin, Paul Keith
Situating and progressing resistance leadership research
No full textResistance leadership is a vital concept that gets to the heart of the power dynamics of organizations and societies. This interview, conducted by one of the special issue editors, Owain Smolović Jones, with two key figures in critical leadership studies, Keith Grint and David L. Collinson, provides readers with an orientation to this area of research. It does so through offering definititional clarity, expanding on the concept’s value and summarising key ideas. From this basis, the value of resistance leadership is explored in relation to the climate crisis, inequalities and other key contemporary issues. The interview concludes through offering readers advice on how to pursue compelling and impactful research on resistance leadership
Book review: Keith Grint, The Arts of Leadership (Oxford University Press, Oxford, UK 2001) 454 pp.; Keith Grint, Leadership: Limits and Possibilities (Palgrave Macmillan, Houndmills, Basingstoke, UK and New York, NY, USA 2005) 192 pp.
No full text[Extract] Keith Grint is arguably one of the most innovative and imaginative scholars currently working in the field of leadership studies. A sociologist by training, his scholarship ranges across several other disciplines within the humanities, including inter alia: history (particularly military history); social studies of science and technology; philosophy; and literary theory. The scope of Grint's approach to the study of leaders and leadership makes him an obvious candidate for attention in this inaugural issue of Leadership and the Humanities, and it is for this reason that I have chosen to review two of his publications here. While Grint has held chairs in several UK business schools, his work is by no means representative of the managerialist orthodoxy that has come to influence, and perhaps even dominate, debates relating to human organization and governance. His is a dissenting voice that eschews the often simple-minded thinking and crude methodological instrumentality which characterizes much business school treatment of the leadership phenomenon. Before offering a critical appraisal of the two Grint volumes, it may be helpful briefly to locate his work in relation to the evolution of leadership as a distinct field of study. His heterodox contribution can only properly be understood, I suggest, as a counterpoint to mainstream approaches
- …
