Leadership identity:using artefacts (and storytelling) to discover new insights.

Artefacts are used in management education to reflect upon the experiences of participants. Story-telling has a leadership influence that is long recognised in the leadership literature. However, artefacts and story-telling have not been used concurrently in leadership and management development programmes. We used artefacts combined with story-telling to help participants understand their leadership identity. Louisa’s story and artefact are the basis of this research. We found that the story-teller gained a clearer image of their leadership identity; and engaged in more effective leadership. We also found that the audience members gained a clearer notion of their leadership identity. Implications for organizational leadership and management development programmes are posited

After Leaders:A World of Leading and Leadership … With No Leaders

We have for such a long time tied ourselves up in knots with the word leader. We argue in this chapter 1 that the field of leadership would make its greatest contribution thus far by jettisoning the word leader and giving prominence to leading and leadership. The preoccupation with, on the one hand, seeking the entitative traits, style, authenticity, and charisma of leaders, and, on the other hand, endlessly problematizing the existence of such heroic mythical creatures, has consumed so much resource for such little gain. This view is not new. Drath and colleagues 2 expressed this well in their pitch for repositioning leadership toward outcomes and process. Yet despite the eloquence and authority of their reasoned argument, they could still not let go of leader. In a parallel way, there is a growing group of researchers seeking to push forward with the notion of leadership-as-practice 3 —where leader is problematic, and notions of agency are rightfully given much greater attention

Byzantine-Rite Christians (Melkites) in Central Asia in Late Antiquity and the Middle Ages

AbstractThe presence of Christians in Central Asia in the Late Antiquity late antique and medieval periods represents a forgotten episode in the history of Christianity. It is perhaps surprising to find Christians of the Byzantine-rite contributing to this history given their remoteness from the patriarchates of the Eastern Mediterranean. The patriarch of Antioch in particular seems to have appointed bishops to Central Asia, although it is not always clear where their sees were located and when they became merely titular appointments. These minority Chalcedonian communities are mentioned in a variety of Greek and Arabic sources and survived in this distant region in spite of changes in the ethnic and religious hegemony. Recent archaeological discoveries have endorsed the textual references to their settlement, but many questions relating to their identity still remain unanswered

Middle Management In An Era Of Corporate Restructuring: A Case Study Of Retailing

This article reports on the impact of corporate restructuring on middle management at Australia's largest specialty retailer. The first section reviews existing literature on middle managers in the context of organisational change. This is followed by an overview of the particular characteristics of the retail industry and the implications of these for the place of middle managers. The report on the case study starts by outlining the main features of the change that took place at the company in question in the period from 1992 to 1995. This is followed by a review of middle management attitudes at one of the company's largest divisions. Questions focus in particular on the key issue of how managers rationalise their situation after their numbers and career paths have been undermined. The case study illustrates the critical impact of the managers' immediate peer environment as a factor affecting the ways in which this rationalisation occurs and the results that follow

Total recall?:Using episodic and autobiographical memory to better understand leadership narrative identity

The problem we seek to address is the difficulty managers have in recalling and understanding experiences that shape their leadership narrative identity. We draw on extant theorising of memory, specifically episodic memory (EM) and autobiographic memory (AM), to frame our research question: How can EMs and AMs be recalled to enhance an understanding of leadership narrative identity? Through a complementary use of artefact story-telling and timelines in leadership development we show how EM and AM can be accessed in tandem to enable managers to explore their leadership narrative identity. We offer a conceptual framework to outline this dynamic. Total recall of experiences is problematic. By connecting EM and AM a more rounded recall of leadership narrative identity can be formed

Organizational crisis: emotions and contradictions in managing internal stakeholders

Purpose - Little research has focused on the impact of organizational crisis on their internal stakeholders - the employees. This paper aims to fill this void by examining the impression management strategies used by senior managers inmanaging their employees during organizational crisis and the impact of these strategies on employees