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The Connecting Leader and Managerial Stances at Work: A practice perspective

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Informed by a generative approach to social practice theories, this chapter suggests the idea of “managerial stances” as a productive concept for investigating and understanding the work of connecting leaders as it unfolds. An ethnographic study following middle managers at work provides the point of departure for an exploration of the shifting identities manifesting in their managerial practices, enabling them to navigate the varying interests of staff, immediate superiors and wider organisational agendas. Rather than perceiving leadership and followership as traits assigned to particular organisational positions, the approach undertaken in this chapter operationalises leading and following as the adoption of managerial stances emerging within and across the different situated practices in which managers participate. In doing so, the figure of the connecting leader is perceived in practice, hosting a horizon of leader and follower identities brought into relief on the background of participation in organisational practices.
Original languageEnglish
Title of host publicationThe Connecting Leader : Serving Concurrently as a Leader and a Follower
EditorsZahira Jaser
Place of publicationCharlotte
PublisherInformation Age Publishing
Publication yearOct 2020
Pages191-220
ISBN (print)9781648022067
ISBN (Electronic)9781648022065
Publication statusPublished - Oct 2020

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