Performing Leadership

2009. Auflage 2009
ISBN: 978-0-230-21811-6
Verlag: Palgrave MacMillan UK

Buch, Englisch, 223 Seiten, Format (B × H): 142 mm x 218 mm, Gewicht: 431 g

A rigorous analysis of the implications of leadership being seen literally or metaphorically as a performance. The book introduces a framework which examines the performance of leadership through the dimensions of enactment, narrative and audience, focusing throughout on the ways in which managers can apply these ideas in their own leadership.

Zielgruppe

Research

Autoren/Hrsg.

Peck, E.

Dickinson, H.

Inhaltsverzeichnis

Acknowledgements Overall Introduction PART I: PUTTING PERFORMANCE IN THE PICTURE Introduction In Search of the Leaderful Self: The Rise and Rise of the Psychological Paradigm of Leadership The Dogs that Rarely Barked: Alternative Conceptions of Leadership Performing Leadership: Leadership 'is' and Leadership 'as' Performance PART II: ENACTMENT, NARRATIVE AND AUDIENCE Introduction Rowan Williams not Rowan Atkinson: Rituals and Performative Leadership The Warp and Weft of Organizational Life: Relationships and Performative Leadership A Beginning, a Middle and an End: Narratives in Organizations Is There Anybody There: The Nature of Audiences PART III: IMPLICATIONS OF PERFORMING LEADERSHIP Introduction Leadership Performance and Leadership Development Leadership Performance and the Attribution of Authenticity Epilogue

Über Autor(innen)

After spending 15 years as a senior public service manager, EDWARD PECK has held senior appointments at Kings College London, UK and the University of Birmingham, UK. At Birmingham, he has previously directed both the Health Services Management Centre and the School of Public Policy whilst undertaking research, teaching and consultancy that have supported the development of public services in the UK. He is currently Head of the College of Social Sciences.
 
HELEN DICKINSON heads up the health and social care programme at the Health Services Management Centre at the University of Birmingham, UK. In addition to publishing widely on the topic of health and social care partnership working, Helen has a keen interest in critical theories – particularly in the way these might be applied to studies of leadership.