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Leadership : Convergence and Divergence in Leadership Relations

Alvesson, Mats LU (2019) In Journal of Management Inquiry 28(3). p.319-334
Abstract

The article argues for theorizing and studying the significance of how so-called leaders and followers converge or diverge in their views and understandings of the leadership/followership relations they may be part of. Divergence or misfits may be common yet missed by the researcher who takes only one party’s view of leadership into account and/or assumes that people involved define the relationship in a similar way. The article identifies and illustrates four typical forms of shared/diverse meanings regarding leadership: high-alignment leadership (shared meanings), value misfit (diverse assessment), construction misfit (different views of what goes on), and multiple breakdowns (high level of confusion of what goes on and how to assess... (More)

The article argues for theorizing and studying the significance of how so-called leaders and followers converge or diverge in their views and understandings of the leadership/followership relations they may be part of. Divergence or misfits may be common yet missed by the researcher who takes only one party’s view of leadership into account and/or assumes that people involved define the relationship in a similar way. The article identifies and illustrates four typical forms of shared/diverse meanings regarding leadership: high-alignment leadership (shared meanings), value misfit (diverse assessment), construction misfit (different views of what goes on), and multiple breakdowns (high level of confusion of what goes on and how to assess it). Given variations in views of leadership, this article makes a case for considering “divergent relationalities”—in some opposition to common ideas about “smooth” leadership/followership relations based on convergent meanings.

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Please use this url to cite or link to this publication:
author
organization
publishing date
type
Contribution to journal
publication status
published
subject
keywords
leadership, power and politics, qualitative research
in
Journal of Management Inquiry
volume
28
issue
3
pages
16 pages
publisher
SAGE Publications Inc.
external identifiers
  • scopus:85067816334
ISSN
1056-4926
DOI
10.1177/1056492617717339
language
English
LU publication?
yes
id
48dde41e-6c9f-4997-aeac-db1d38106203
date added to LUP
2019-07-04 14:27:17
date last changed
2019-12-03 02:15:57
@article{48dde41e-6c9f-4997-aeac-db1d38106203,
  abstract     = {<p>The article argues for theorizing and studying the significance of how so-called leaders and followers converge or diverge in their views and understandings of the leadership/followership relations they may be part of. Divergence or misfits may be common yet missed by the researcher who takes only one party’s view of leadership into account and/or assumes that people involved define the relationship in a similar way. The article identifies and illustrates four typical forms of shared/diverse meanings regarding leadership: high-alignment leadership (shared meanings), value misfit (diverse assessment), construction misfit (different views of what goes on), and multiple breakdowns (high level of confusion of what goes on and how to assess it). Given variations in views of leadership, this article makes a case for considering “divergent relationalities”—in some opposition to common ideas about “smooth” leadership/followership relations based on convergent meanings.</p>},
  author       = {Alvesson, Mats},
  issn         = {1056-4926},
  language     = {eng},
  number       = {3},
  pages        = {319--334},
  publisher    = {SAGE Publications Inc.},
  series       = {Journal of Management Inquiry},
  title        = {Leadership : Convergence and Divergence in Leadership Relations},
  url          = {http://dx.doi.org/10.1177/1056492617717339},
  doi          = {10.1177/1056492617717339},
  volume       = {28},
  year         = {2019},
}