Changing Leadership in Changing Times II

Crevani, L; Uhl-Bien, M; Clegg, S; By, RT

Changing Leadership in Changing Times II

Crevani, L Uhl-Bien, M Clegg, S

By, RT

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Publisher:: Routledge
Publication Type:: Journal Article
Citation:: The Journal of Change Management, 2021, 21, (2), pp. 133-143
Issue Date:: 2021-04-27

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Field	Value	Language
dc.contributor.author	Crevani, L
dc.contributor.author	Uhl-Bien, M
dc.contributor.author	Clegg, S https://orcid.org/0000-0001-6083-4283
dc.contributor.author	By, RT
dc.date.accessioned	2021-12-12T07:36:33Z
dc.date.available	2021-12-12T07:36:33Z
dc.date.issued	2021-04-27
dc.identifier.citation	The Journal of Change Management, 2021, 21, (2), pp. 133-143
dc.identifier.issn	1469-7017
dc.identifier.issn	1479-1811
dc.identifier.uri	http://hdl.handle.net/10453/152242
dc.description.abstract	What has changed in our organizational lives in the past year? Everything and nothing. We now book Zoom meetings, check whether the borders are open in the rare case we travel, offices are often empty due to their health risk, and crisis management is an everyday experience, no longer something written in some document. At the same time, we still hold meetings as we always have, still produce strategies and plans, and still receive considerable advice as to how a heroic leader can save the day (see Sergi et al., 2021, in this issue). While the circumstances we currently experience may result in an opening for new practices to emerge (Uhl-Bien, 2021, in this issue) there is also a need for high-quality scholarship that engages with new conventions and their impact on organizations. Following on from the first part of the special issue Changing Leadership in Changing Times (Alvehus, 2021; Beer, 2021; By, 2021; Clegg et al., 2021; Ford et al., 2021; Kempster & Jackson, 2021; Maak et al., 2021), this second part focuses primarily on leadership as a process, answering the call made by Rost (1993) decades ago to re-focus scholarship on leadership and change (see also, for similar early calls, Hosking & Morley, 1988). Articles in this issue help push forward new avenues for leadership scholarship and practice by challenging us to think primarily through the lens of complexity, plurality and relationality. All of the articles recognize leadership as a dispersed, complex, collaborative, collective and multimodal endeavour, including material elements. Taken together, they bring focus to the human element of leadership as a non-coercive relationship seeking mutual beneficial outcomes (see De Sousa & van Dierendonck, 2021, in this issue), something that is more complex and distributed than how leadership practice has traditionally been understood.
dc.language	en
dc.publisher	Routledge
dc.relation.ispartof	The Journal of Change Management
dc.relation.isbasedon	10.1080/14697017.2021.1917489
dc.rights	info:eu-repo/semantics/closedAccess
dc.subject	1503 Business and Management
dc.title	Changing Leadership in Changing Times II
dc.type	Journal Article
utslib.citation.volume	21
utslib.for	1503 Business and Management
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access	*
pubs.consider-herdc	false
dc.date.updated	2021-12-12T07:36:31Z
pubs.issue	2
pubs.publication-status	Published
pubs.volume	21
utslib.citation.issue	2

Abstract:

What has changed in our organizational lives in the past year? Everything and nothing. We now book Zoom meetings, check whether the borders are open in the rare case we travel, offices are often empty due to their health risk, and crisis management is an everyday experience, no longer something written in some document. At the same time, we still hold meetings as we always have, still produce strategies and plans, and still receive considerable advice as to how a heroic leader can save the day (see Sergi et al., 2021, in this issue). While the circumstances we currently experience may result in an opening for new practices to emerge (Uhl-Bien, 2021, in this issue) there is also a need for high-quality scholarship that engages with new conventions and their impact on organizations. Following on from the first part of the special issue Changing Leadership in Changing Times (Alvehus, 2021; Beer, 2021; By, 2021; Clegg et al., 2021; Ford et al., 2021; Kempster & Jackson, 2021; Maak et al., 2021), this second part focuses primarily on leadership as a process, answering the call made by Rost (1993) decades ago to re-focus scholarship on leadership and change (see also, for similar early calls, Hosking & Morley, 1988). Articles in this issue help push forward new avenues for leadership scholarship and practice by challenging us to think primarily through the lens of complexity, plurality and relationality. All of the articles recognize leadership as a dispersed, complex, collaborative, collective and multimodal endeavour, including material elements. Taken together, they bring focus to the human element of leadership as a non-coercive relationship seeking mutual beneficial outcomes (see De Sousa & van Dierendonck, 2021, in this issue), something that is more complex and distributed than how leadership practice has traditionally been understood.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/152242