Towards a negative ontology of leadership

Human Relations

Volumn 67, Issue 8, 2014, Pages 905-922

  Kelly, Simon ^a  

^a UNIVERSITY OF BRADFORD   (United Kingdom)

Author keywords

critical leadership studies; empty signifier; ideology; myth; negative ontology

Indexed keywords

EID: 84911897320     PISSN: 00187267     EISSN: 1741282X     Source Type: Journal    
DOI: 10.1177/0018726713503177     Document Type: Article

References (60)

1. Abercrombie N,Hill S,Turner BSThe Dominant Ideology Thesis. London: George Allen & Unwin; 1980:
2. Alvesson M,Spicer AMetaphors We Lead By: Understanding Leadership in the Real World. Abingdon and New York: Routledge; 2011:
3. Alvesson M,Spicer A.Critical leadership studies: The case for critical performativity.Human Relations. 2012;65 (3): 367-390
4. Alvesson M,Sveningsson S.Managers doing leadership: The extra ordinarization of the mundane.Human Relations. 2003a;56 (12): 1435-1459
5. Alvesson M,Sveningsson S.The great disappearance act: Difficulties in doing leadership.Leadership Quarterly. 2003b;14 (3): 359-381
6. Avolio BJ,Gardner WL.Authentic leadership development: Getting to the root of positive forms of leadership.The Leadership Quarterly. 2005;16 (3): 315-338
7. Barthes RMythologies. London: Vintage; 1993:
8. Bass BMLeadership and Performance Beyond Expectations. New York and London: Free Press; 1985:
9. Bennis WG.The challenges of leadership in the modern world: An introduction to the special issue.American Psychologist. 2007;62 (1): 2-5
10. Bennis W,Nanus BLeaders: The Strategies for Taking Charge. London: Harper and Row; 1985:
11. Bresnen MJ.All things to all people? Perceptions, attributions and constructions of leadership.Leadership Quarterly. 1995;6 (4): 495-513
12. Burns JMLeadership. New York: Harper and Row; 1978:
13. Calder BJNew Directions in Organizational Behavior. Staw BMSalancik GR, ed. Chicago, IL: St. Clair Press; 1977:179-204.
14. Carlyle TOn Heroes, Hero-Worship, and the Heroic in History. Oxford: Oxford University Press; 1840:
15. Carsten MK,Uhl-Bien M,West BJ,Patera JL,McGregor R.Exploring social constructions of followership: A qualitative study.The Leadership Quarterly. 2010;21 (3): 543-562
16. Cederström C,Hoedemaekers CLacan and Organization. London: Mayfly; 2010:
17. Chia R.From modern to postmodern organizational analysis.Organization Studies. 1995;16 (4): 579-604
18. Chia R.The problem of reflexivity in organizational research: Towards a postmodern science of organization.Organization. 1996;3 (1): 31-59
19. Collinson DL.Dialectics of leadership.Human Relations. 2005;58 (11): 1419-1442
20. Collinson DL.Rethinking followership: A poststructuralist analysis of follower identities.Leadership Quarterly. 2006;17 (2): 179-189
21. Collinson DLThe SAGE Handbook of Leadership. Collinson DLGrint KJackson BBryman AUhl-Bien M, ed. London: SAGE; 2011:181-194.
22. Conger JA,Kanungo RNCharismatic Leadership in Organizations. Thousand Oaks, CA: SAGE; 1998:
23. Corradi G,Gherardi S,Verzelloni L.Through the practice lens: Where is the bandwagon of practice-based studies heading?.Management Learning. 2010;41 (3): 265-283
24. Crevani L,Lindgren M,Packendorff J.Leadership, not leaders: On the study of leadership as practices and interactions.Scandinavian Journal of Management. 2010;26 (1): 77-86
25. Currie G,Lockett A,Suhomlinova O.The institutionalization of distributed leadership: A ‘catch-22’ in English public services.Human Relations. 2009;62 (11): 1735-1761
26. Denis JL,Langley A,Rouleau L.The practice of leadership in the messy world of organizations.Leadership. 2010;6 (1): 67-88
27. Drath WH,McCauley CD,Palus CJ,Veslor EV,O’Connor PMG,McGuire JB.Direction, alignment, commitment: Toward a more integrative ontology of leadership.The Leadership Quarterly. 2008;19 (6): 635-653
28. Driver M.Learning as lack: Individual learning in organizations as an empowering encounter with failed imaginary constructions of the self.Management Learning. 2010;41 (5): 561-574
29. Fairhurst GTDiscursive Leadership: In Conversation with Leadership Psychology. Thousand Oaks, CA: SAGE; 2007:
30. Fairhurst G,Uhl-Bien M.Organizational discourse analysis (ODA): Examining leadership as a relational process.Leadership Quarterly. 2012;23 (6): 1043-1062
31. Fiedler FELeadership: Classical, Contemporary and Critical Approaches. Grint K, ed. Oxford: Oxford University Press; 1997 [1976]:126-148.
32. Gabriel Y.Meeting God: When organizational members come face to face with the supreme leader.Human Relations. 1997;50 (4): 315-342
33. Gemmill G,Oakley J.Leadership: An alienating social myth?.Human Relations. 1992;45 (2): 113-129
34. Gould SJThe Mismeasure of Man. New York: Norton; 1981:
35. Graen GB,Uhl-Bien M.Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level, multi-domain perspective.Leadership Quarterly. 1995;6 (2): 219-247
36. Grint KLeadership: Limits and Possibilities. Basingstoke: Palgrave Macmillan; 2005:
37. Harding N.On Lacan and the becoming-ness of organizations/selves.Organization Studies. 2007;28 (11): 1761-1773
38. Hollway WWork Psychology and Organizational Behaviour. London: SAGE; 1991:
39. Jones C,Spicer A.The sublime object of entrepreneurship.Organization. 2005;12 (2): 223-246
40. Kelly S.Leadership: A categorical mistake?.Human Relations. 2008;61 (6): 763-782
41. Kirkpatrick S,Locke EA.Leadership: Do traits matter?.Academy of Management Executive. 1991;5 (2): 48-60
42. Laclau E.The impossibility of society.Canadian Journal of Political and Social Science. 1991;15 (1/3): 24-27
43. Laclau EEmanciptions. London: Verso; 1996:36-46.
44. Laclau E,Mouffe CHegemony and Socialist Strategy. 2001) Hegemony and Socialist Strategy, 2nd edn.London, New York: Verso.London, New York: Verso; 2001:
45. Lewis CSThe Voyage of the Dawn Treader. London: HarperCollins; 1955:
46. McCall MW Jr,Lombardo MMLeadership: Where Else Can We Go?. Durham, NC: Duke University Press; 1978:
47. Miettinen R,Samra-Fredericks D,Yanow D.Re-turn to practice: An introductory essay.Organization Studies. 2009;30 (12): 1309-1327
48. Pfeffer J.The ambiguity of leadership.Academy of Management Review. 1977;2 (1): 104-112
49. Raelin J.From leadership-as-practice to leaderful practice.Leadership. 2011;7 (2): 195-211
50. Readings BThe University in Ruins. Cambridge, MA: Harvard University Press; 1996:
51. Richards GPutting Psychology in its Place: A Critical Historical Overview. 2002) Putting Psychology in its Place: A Critical Historical Overview, 2nd edn.London: Psychology Press, 317–326.London: Psychology Press; 2002:317-326.
52. Schatzki T,Knorr-Cetina K,Von Savigny EThe Practice Turn in Contemporary Theory. London: Routledge; 2001:
53. Smircich L,Morgan G.Leadership: The management of meaning.Journal of Applied Behavioural Science. 1982;18 (2): 257-273
54. Smith DEthnomethodology: Selected Readings. Turner R, ed. Harmondsworth: Penguin Education; 1974:41-44.
55. Stogdill RMHandbook of Leadership: A Survey of Theory and Research. New York: Free Press; 1974:
56. Sutherland N,Land C,Böhm S.Anti-leaders(hip) in social movement organizations: The case of autonomous grassroots groups.Organization. in press;:
57. Sveningsson S,Larsson M.Fantasies of leadership: Identity work.Leadership. 2006;2 (2): 203-224
58. Tourish D,Pinnington A.Transformational leadership, corporate cultism and the spirituality paradigm.Human Relations. 2002;55 (2): 147-172
59. Uhl-Bien M.Relational leadership theory: Exploring the social process of leadership and organizing.The Leadership Quarterly. 2006;17 (6): 654-676
60. Wood M.The fallacy of misplaced leadership.Journal of Management Studies. 2005;42 (6): 1101-1121