Post-heroic Leadership Research Articles

The impact of leadership on the psychosocial safety climate of organizations: A scoping review of the international literature

Growing evidence suggests that work-related psychological injuries are a concern worldwide. While previous efforts to address psychological injuries mainly focused on the individual level of analysis, psychosocial safety climate (PSC) theory emphasizes the analysis and prevention of psychological injuries at the organizational level. While there is abundant evidence of the impact of leadership on other climate constructs, scant attention has been paid to the impact of leadership on PSC. This study is a scoping review of the extant literature to determine the state of the discipline in relation to the impact of leadership on the psychosocial safety climate of organizations. Three databases were searched, supplemented by a pearling exercise and Google Scholar searches, which yielded 14 studies that met selection criteria. Our study shows that while much work has been done in relation to the behavior of managers and organizational infrastructure to yield high levels of PSC, there is a dearth of studies on the impact of specific leadership styles on the PSC of organizations. We recommend further studies of leadership, especially the impact of post-heroic leadership styles, on the psychosocial safety climate of workplaces.

Post-heroic heroism: Embedded masculinities in media framing of Australian business leadership

Over time, the relevance of heroic leadership to contemporary corporate environments has been questioned, with media coverage arguing there is a need for alternate, post-heroic forms of leadership. Using a multimodal media analysis, we show how two leading Australian business magazines frame leadership in response to this debate, identifying three distinct frames of leadership. The first frame emphasizes masculinized heroic leadership as normative which reinforces gendered assumptions through differential framing of men and women’s leadership. We then argue media (re)frames post-heroic leadership as a variation of heroic leadership through two further frames; by subsuming feminized attributes into the repertoire of heroic leadership as ‘softer masculinities’ and through the construction of a masculinized post-heroic hero, both applied exclusively to men’s leadership. This (re)framing of heroic leadership has significant implications for perceptions of credible contemporary business leadership.

‘Women take care and men take charge’: The case of leadership and gender in the Public and Commercial Services Union

This article presents the findings of a case study that aimed to understand the specific leadership styles that are valued by women and men lay representatives in the Public and Commercial Services Union (PCS) and to determine the gendered implications for increasing women’s leadership and representation in trade unions. Survey responses from PCS lay representatives (reps) show the majority of women and men agreed that the leadership style they value, and that makes a good union leader, is post-heroic (communal) leadership. This approach is associated with leadership characteristics such as being helpful, sensitive and kind and are generally practised by women. This contrasts with male union leaders who are associated with a traditional, heroic (agentic) leadership style characterised by confidence, self-reliance and decisiveness. Although some differences exist that highlight gender issues, both women and men lay reps have positive attitudes towards increasing women’s representation and participation in union leadership.

DEVELOPING LEADERSHIP CAPACITY USING VISUAL THINKING STRATEGIES

In this innovative practice paper, we will illustrate how discursive practices of Visual Thinking StrategiesTM (VTS) can foster leadership development capacity of college students. We will show how VTS aligns with constructionist perspectives to post-heroic leadership grounded in discursive approaches to leadership development. This arts-based pedagogy advances leadership development through dialogue and sense-making.

The interplay of heroic and post-heroic leadership: Exploring tensions in leadership manifestations in the oscillations between onstage and offstage contexts

This paper strives to extend knowledge about tensions in heroic and post-heroic leadership. Previous studies have focused on one overarching context rather than explained how these tensions interplay in diverse contextual circumstances. This paper adopts a Goffmanian perspective and explores the tensions between heroic and post-heroic leadership in onstage and offstage contexts. By drawing on semi-structured interviews and an ethnographic observation of ice hockey teams, the paper proposes three dynamics by which these tensions are manifested in offstage and onstage contexts, namely: ‘Coaching over-the-others’, ‘Starring up-to-the-others’, and ‘Doing self in-the-others’. The paper concludes by discussing the importance of looking at the dynamics by which tensions between heroic and post-heroic leadership are manifested in multiple circumstances of team leadership.

Online company blogs as narrations of plural leadership

PurposeThe purpose of this paper is to examine how companies that characterise their leadership style as plural, shared or distributed narrate their actions and practices in online blog texts.Design/methodology/approachThe data consist of online blog texts published by seven Finnish IT companies. The analytical strategy draws on both thematic and structural approach to narrative analysis. The blog texts were analysed thematically to uncover different aspects of plural leadership. The analysis revealed a narrative pattern consisting of three categories that explain why and how companies implemented plural leadership.FindingsThe first category in the narrative pattern describes the motivation for engaging in plural leadership. The second category explains how the companies broke down existing hierarchies in order to create new flexible work roles. The third category describes how the organisations sought to create a communal culture and a strong sense of trust using symbols, material objects and spaces.Research limitations/implicationsThe study contributes to leadership research that emphasises post-heroic leadership conceptualisations. The narrative pattern provides future empirical studies a framework for analysing plural leadership practices in different organisational settings. Whereas this study sheds light on the ways in which organisations and their leadership practices can be investigated using online data, traditional organisational ethnographies can make a further contribution to this line of research.Practical implicationsImplementing plural leadership in organisations can lead to informal power plays. Attention should be paid on to how plural leadership evolves in flat hierarchies and promotes community building.Originality/valueCompany webpages have rich information on how companies operate and perceive themselves. They provide yet another window for observing organisational activities. This study makes a novel contribution to how plural leadership is practiced and conceptualised in online blog texts.

Does shared leadership fosters taking charge behaviors? A post-heroic leadership perspective in the public sector higher educational institutes

Purpose The purpose of this paper is to advance the theoretical perspective of complexity leadership paradigm to introduce shared leadership style as a precursor of taking charge behavior in public sector higher educational institutions (HEIs) of Pakistan. Moreover, this study unveils the underlying mechanisms of the climate of initiative and psychological safety for clarifying the link of shared leadership and taking charge. Design/methodology/approach The multi-source and multi-wave data were analyzed by employing double mediation analysis (PROCESS Model 4); using 282 valid responses obtained from a proportionate stratified sample of faculty members working in public sector HEIs of Pakistan. Findings The result indicates that shared leadership is a suitable style for governing the public sector HEIs and it fosters taking charge behavior in teaching faculty. Additionally, shared leadership creates climates that support initiatives and are psychologically safe that set stage for taking charge behaviors in teaching faculty of public sector HEIs of Pakistan. Originality/value This research has filled the gap of focusing on more collaborative leadership styles instead of traditional vertical leadership practices in public sector HEIs of Pakistan. Theoretically, this study suggests new insights into the contextual antecedents and mediating mechanisms of taking charge behaviors.

‘Free to Do What I Want’? Exploring the ambivalent effects of liberating leadership

This study examines the phenomenon of ‘liberating leadership’, an emerging trend promising self-mastery and collective unity, resonating with the literature on post-heroic leadership. We evaluate the claims of liberating leadership from a psychodynamic perspective, using a Lacanian approach. We examine how post-heroic forms of leadership reconfigure symbolic and imaginary aspects of follower identification, with ambivalent effects. Drawing empirically on the case of a Belgian banking department, we trace how a ‘liberating’ leader was able to garner intense psychological attachment among followers, accompanied by the ‘dark sides’ of personal exhaustion and breakdown, normative pressure to be overly happy, and the scapegoating of contrarian managers representing symbolic prohibition.

“Free to do what I want”? Exploring the ambivalent effects of liberating leadership (WITHDRAWN)

The current study examines the phenomenon of “liberating leadership”, an emerging trend promising self-mastery and collective unity, resonating with the literature on post-heroic leadership. We evaluate the claims of liberating leadership from a psychodynamic perspective, using a Lacanian approach. We examine how post-heroic forms of leadership reconfigures the symbolic and imaginary aspects of follower identification, with ambivalent effects. Drawing empirically on a case study of a Belgian banking department, we trace how a “liberating” leader was able to garner intense psychological attachment among followers, accompanied by the “dark sides” of personal exhaustion and breakdown, normative pressure to be overly happy, and the scapegoating of contrarian managers who represented symbolic prohibition. We discuss the implications of our study for psychodynamic approaches to leadership, and more generally, for critical research on the recent trends toward the humanistic, post- heroic turn in leadership pract...

What’s new about Leadership-as-Practice?

It appears that leadership studies is now in the throes of a ‘new movement’, one that, according to its leading exponent, is ‘destined to shake the foundations of the very meaning of leadership in the worlds of both theory and practice’ (Raelin, 2016b : 1). This ‘leading questions’ article questions three of Raelin’s central claims for this Leadership-as-Practice perspective namely that this approach supersedes other post-heroic perspectives, constitutes a distinct ‘movement’ and is more radical than critical leadership studies. Arguing that these claims are excessive and have little or no substantial supporting evidence, I suggest that Leadership-as-Practice is better seen as one variant of post-heroic leadership. Furthermore, I contend that the primary weakness of Leadership-as-Practice is its continued lack of critical engagement, particularly in relation to its neglect of asymmetrical power relations and control practices in all their multiple forms.

Toward postheroic leadership: A case study of Gezi's collaborating multiple leaders

This article explores how the Gezi Park protests in Istanbul, Turkey, exemplify the changing character of contemporary social movements, where teamwork and collaboration are supported and the ability to empower, support, and engage others is emphasized. We argue that the role of leadership in social movements in general and in the Turkish Gezi context specifically goes beyond the creation of traditional leaders. This new form of leadership is driven by the possibilities opened up by other democratic and collaborative social movements and also social networking sites. We look at how a horizontal, postheroic leadership message was conveyed via the posters, t-shirts, and chants used by the protestors during the Gezi Park protests, with analysis supported by interviews conducted with protesters.

Towards an understanding of the effect of leadership on employee wellbeing and organizational outcomes in Australian universities

Leadership is increasingly becoming a major research focus in both the corporate and higher education sector (HES). Previous studies have shown that different leadership styles play a significant role in promoting both employee wellbeing and organizational outcomes. However, at present there is a lack of clear understanding of how leadership style, employee wellbeing and organizational outcomes such as job satisfaction, organizational commitment and turnover intention concurrently interact in the HES context, particularly within Australian regional university settings. A review of leadership studies literature also suggests that researchers have either focused on the relationship between a specific leadership style and wellbeing; leadership styles and organizational outcomes, or the relationship between wellbeing and organizational outcomes. However, rarely do empirical studies examine all three concurrently. More expansive and pluralist research approaches are needed if we are to better understand the contextual complexities of leadership in the current HES. For a complex organization such as a university, an effective way of examining leadership may be by applying leadership theories that examine a diverse range of leadership styles that may have both positive and negative outcomes. The Full Range of Leadership Theory (FRLT) examines transformational, transactional and laissez-faire leadership styles within a single continuum that may provide a way to concurrently examine how these differing leadership styles may impact on leadership effectiveness in the HES context. In this review paper, drawn from a current PhD study, contexts for leadership practice in HES today will be explored, then leadership studies literature more generally will be reviewed to locate amenable leadership approaches for this work. Lastly, possibilities for leadership approaches that concurrently address issues of wellbeing and outcomes will be discussed. Specifically, the FRLT will be used as a frame to examine transformational, transactional and laissez-faire leadership approaches within a single continuum as to identify how FRLT may differ from or concur with leadership theories and approaches understood more generally to fit within post-heroic leadership studies standpoints.

Heroic leadership in Australia, Sweden, and the United States

Purpose– The purpose of this paper is to draw from data collected as part of the International Successful School Principalship Project (ISSPP) and present cases of democratic and heroic leadership from three countries, discussing to what extent successful school principals in each of their research sites (Melbourne, Australia; Umeå, Sweden; Arizona and Texas in the USA) carry old and new perspectives of heroism in their leadership. In particular the paper explores two questions: first, how do school principals describe aspects of heroic and post-heroic leadership in their practices? and second, how do these heroic and post-heroic leadership practices meet contemporary demands such as accountability standards and build inclusive and collaborative school communities in challenging contexts?Design/methodology/approach– Multiple-perspective case studies involving semi-structured individual and group interviews with principals, teachers, students, parents and school board members were used to understand the contribution of principals and other leadership to school success.Findings– The definitions of heroic and post-heroic leadership are inadequate in defining successful principal leadership. The Australian, Swedish and American principals showed characteristics of both heroic and post-heroic leadership. They showed heroic qualities such as: inspiring and motivating others; challenging the status quo; showing integrity in conflicting situations; putting duty before self; taking risks to champion a better way; showing courage to stand up to those in authority; advocating for students in struggling neighbourhoods under the scrutiny of both district and public expectations; and, showing uncommon commitment. Yet our principals showed post-heroic leadership such as involving others in decision making and recognising that school success depended on collective effort, and being sensitive to community needs through a deep respect for the local culture.Originality/value– The research shows that we may need to redefine and recast our images of who school principals are today, and what they do to generate academic success for students. Both heroic and post-heroic images of leadership are needed to explain successful school leadership.

Peter Drucker Wants You to Be a Heroic Leader – Now

Once upon a time heroic leaders were looked upon as individuals to admire and imitate. And why not? The Random House Dictionary still defines a hero as someone distinguished by courage and ability, and admired for brave deeds, and heroic as ‘‘extraordinarily bold, altruistic or determined.’’ It follows then that a heroic leader must be a pretty commendable and powerful individual. How then did we arrive today in a world where it is claimed that we are now in an era termed ‘‘post-heroic leadership’’ and that the remnants of heroic leadership are fast disappearing, and according to some, the sooner the better? Some authors argue that the post-heroic leader operates in an influencing relationship where there is little or no direct control. Consequently, incorporating the limitations imposed by leadership at a distance as a distinguishing characteristic, they claim post-heroic leadership as a form of virtual leadership encouraged and demanded by modern technology and distance emanating from such as the Internet, forgetting that distance leadership existed even when accomplished by smoke signals, semaphore flags, or morse code. Peter Drucker, ‘‘The Father of Modern Management’’ disagreed strongly with these distorted views. He stated repeatedly the basic truisms of leadership were ‘‘known by the ancients.’’ On one occasion, when invited to speak on modern concepts of leadership, he declined the opportunity and advised his would-be sponsors to consult a book written on leadership several millennia earlier. Through his writings he implied that much of what was written in opposition to what we call heroic leadership, is false, inaccurate and just plain wrong. Maybe exploring this from the beginning will help.

The Influence of Postheroic Leadership on Individual Learning: a Cross-Level Examination

Motivated by the mediating role of psychological safety in team learning process, this article extended Edmondson’s work by examining the cross-level effects of postheroic leadership styles. Using ...

Union Renewal, Postheroic Leadership, and Women’s Organizing

This article examines leaders, leadership, and union renewal with a focus on women’s leadership and organizing. First, it considers the links between union renewal and women’s local and informal leadership; and second, the contribution of constituency and cross-constituency organizing to union revitalization. It scrutinizes notions of “heroic” leaders, often implicit in union discourse and practice, which undermine membership mobilization, impede the diversification of leadership demographics and the union renewal project, and contribute to the invisibility of other forms of often-gendered leadership. It explores the alternative paradigm of postheroic leadership and argues that constituency organizing is a form of postheroic practice. In so doing, this article challenges union-renewal paradigms to take more seriously women’s union leadership and constituency organizing as vehicles for revisioning unions, and offers some alternative entry points into the longstanding political debates and scholarship about women and trade union leadership.

The paradox of postheroic leadership: An essay on gender, power, and transformational change

This essay explores a number of paradoxes embedded in new—commonly called postheroic—models of leadership. It argues that although these models emphasize leadership as a social process dependent on social networks of influence, the concepts are often presented as gender and, to a lesser degree, power neutral, not only in theory, but in practice. The essay explores this phenomenon, arguing that the concepts are not gender, power, or sex neutral but instead are rooted in a set of social interactions in which bdoing gender, Qb doing power,Q and bdoing leadershipQ are linked. It explores these dynamics and suggests that theories of leadership that fail to consider the gender/power implications of social interactions and networks of influence may lead to the cooptation of these models, resulting in their being brought into the mainstream discourse in a way that silences their radical challenge to current work practices, structures, and norms. D 2004 Elsevier B.V. All rights reserved.

Post-Heroic Leadership: Managing the Virtual Organization

Post-Heroic Leadership: Managing the Virtual Organization

Managing for Excellence: The Guide to Developing High Performance in Contemporary Organizations.

The Need for a New Model of Leadership. The Manager as Technician or Conductor: Heroic Models of Leadership. The Post-Heroic Leader: The Manager-as-Developer. Overarching Goals. Getting the Most from Everyone: Developing and Utilizing Subordinates' Abilities. Building a Shared-Responsibility Team. You Can Get There from Here: Moving from Adequacy to Excellence. How to Get There from Here Even if You're Starting Upstream without a Paddle: Implementation under Tough Conditions. Final Words. Afterword: Ten Myths of Post-Heroic Leadership. Appendix. Bibliography. Index.