Rethinking leadership and followership

The SAGE Handbook of Organizational Behavior: Volume II - Macro Approaches

Volumn , Issue , 2009, Pages 251-264

  Collinson, David ^a  

^a LANCASTER UNIVERSITY MANAGEMENT SCHOOL   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84949813312     PISSN: None     EISSN: None     Source Type: Book    
DOI: 10.4135/9781849200455.n16     Document Type: Chapter

References (93)

1. Ackroyd, S. and Thompson, P.(1999) Organizational Misbehaviour.London: Sage.doi:10.4135/9781446222232 http://dx.doi.org/10.4135/9781446222232
2. Antonakis, J. Atwater, L. 'Leader distance: A review and a proposed theory'Leadership Quarterly 13 (6) 673-704. (2002)doi:10.1016/S1048-9843(02)00155-8 http://dx.doi.org/10.1016/S1048-9843%2802%2900155-8
3. Ashcraft, K. L. 'Resistance through consent?'Management Communication Quarterly 19 (1) 67-90. (2005)doi:10.1177/0893318905276560 http://dx.doi.org/10.1177/0893318905276560
4. Ashcraft, K. L. and Mumby, D. K.(2004) Reworking Gender: a Feminist Communicology of Organization.London: Sage.doi:10.4135/9781452229461 http://dx.doi.org/10.4135/9781452229461
5. Bjerke, B.(1999) Business Leadership and Culture.Cheltenham: Edward Elgar.
6. Bowring, M. A. 'Resistance is not futile: Liberating captain Janeway from the masculinefeminine dualism of leadership'Gender, Work and Organization 11 4381-405. (2004)
7. Bratton, J., Grint, K. and Nelson, D.(2005) Organizational Leadership.Mason, OH: South Western/Thomson.
8. Burns, J. M.(1978) Leadership.New York: Harper Row.
9. Calas, M. Smircich, L. 'Voicing seduction to silence leadership'Organization Studies 12 567-602. (1991)doi:10.1177/017084069101200406 http://dx.doi.org/10.1177/017084069101200406
10. Chaleff, I.(1995) The Courageous Follower.San Francisco, CA: Berrett-Koehler.
11. Chaleff, I.(2003) The Courageous Follower, 2nd edn.San Francisco, CA: Berrett-Koehler.
12. Cockburn, C.(1983) Brothers.London: Pluto.
13. Collinson, D.(1992) Managing the Shopfloor: Subjectivity, Masculinity and Workplace Culture.Berlin: Walter de Gruyter.doi:10.1515/9783110879162 http://dx.doi.org/10.1515/9783110879162
14. Collinson, D.(1994) 'Strategies of resistance: Power, knowledge and subjectivity in the workplace', in J. Jermier, D. Knights and W. Nord (eds) Resistance and Power in Organizations.London: Routledge, pp. 25-68. Republished in K. Grint (ed.) (2000) Work and Society: A Reader. Cambridge: Polity Press, pp. 163-198.
15. Collinson, D. 'Surviving the rigs: Safety and surveillance on north sea oil installations'Organization Studies 20 (4) 579-600. (1999)doi:10.1177/0170840699204003 http://dx.doi.org/10.1177/0170840699204003
16. Collinson, D. 'Managing humour'Journal of Management Studies 39 (2) 269-288. (2002)
17. Collinson, D. L. 'Dialectics of leadership'Human Relations 58 (11) 1419-1442. (2005a)doi:10.1177/0018726705060902 http://dx.doi.org/10.1177/0018726705060902
18. Collinson, D. 'Questions of distance'Leadership 1 (2) 235-250. (2005b)doi:10.1177/1742715005051873 http://dx.doi.org/10.1177/1742715005051873
19. Collinson, D. L. 'Rethinking followership: A poststructuralist analysis of follower identities'The Leadership Quarterly 17 (2) 179-189. (2006)doi:10.1016/j.leaqua.2005.12.005 http://dx.doi.org/10.1016/j.leaqua.2005.12.005
20. Collinson, D. and Collinson, M.(2005) Blended Leadership. Centre For Excellence in Leadership Working Paper Series, Lancaster University.
21. Collinson, D. Grint, K. 'Editorial introduction'Leadership 1 (1) 5-9. (2005)doi:10.1177/1742715005049346 http://dx.doi.org/10.1177/1742715005049346
22. Collinson, D. and Hearn, J. (eds) (1996) Men as Managers, Managers as Men: Critical Perspectives on Men, Masculinities and Managements.London: Sage.
23. Collinson, D., Knights, D. and Collinson, M.(1990) Managing to Discriminate.London: Routledge.
24. Edwards, P. K. E. and Scullion, H.(1982) The Social Organization of Industrial Conflict.Oxford: Basil Blackwell.
25. Edwards, P. K. Collinson, D. L. Della Rocca, G. 'Workplace resistance in Western Europe'European Journal of Industrial Relations 1 (3) 283-316. (1995)doi:10.1177/095968019513001 http://dx.doi.org/10.1177/095968019513001
26. Fairhust, G. T.(2001) 'Dualisms in leadership research', in F. M. Jablin and L. L. Putnam (eds) The New Handbook of Organizational Communication.Thousand Oaks, CA: Sage, pp. 379-439.
27. Fleming, P. 'Metaphors of resistance'Management Communication Quarterly 19 (1) 45-66. (2005)doi:10.1177/0893318905276559 http://dx.doi.org/10.1177/0893318905276559
28. Foucault, M.(1977) Discipline and Punish.London: Allen and Unwin.
29. Foucault, M.(1979) The History of Sexuality.London: Allen and Unwin.
30. Fromm, E.(1977) The Fear of Freedom.London: Routledge Kegan Paul.
31. Gabriel, Y. 'Meeting God: When organizational members come face to face with the supreme leader'Human Relations 50 (4) 315-342. (1997)
32. Gardner, W. L. Avolio, B. J. 'The charismatic relationship: A dramaturgical perspective'Academy of Management Review 23 32-58. (1998)
33. Gemmill, G. Oakley, J. 'Leadership: An alienating social myth'Human Relations 45 (2) 113-129. (1992)doi:10.1177/001872679204500201 http://dx.doi.org/10.1177/001872679204500201
34. Ghemawat, P. 'Regional strategies for global leadership'Harvard Business Review December 98-108. (2005)
35. Giddens, A.(1984) The Constitution of Society.Cambridge: Polity.
36. Giddens, A.(1987) Social Theory and Modern Sociology.Cambridge: Polity.
37. Goffee, R. Jones, G. 'Followership: It's personal too'Harvard Business Review 79 (11) 148. (2001)
38. Goffman, E.(1959) The Presentation of Self in Everyday Life.Harmondsworth: Penguin.
39. Goleman, D.(2002) The New Leaders: Transforming the Art of Leadership into the Science of Results.London: Time Warner.
40. Gordon, D. 'Conceptualising leadership with respect to its historical-contextual antecedents to power'Leadership Quarterly 13 (2) 151-167. (2002)doi:10.1016/S1048-9843(02)00095-4 http://dx.doi.org/10.1016/S1048-9843%2802%2900095-4
41. Graen, G. Uhl-Bien, M. 'Relationship-based approach to leadership: Development of leadermember exchange theory of leadership over 25 years'Leadership Quarterly 6 (2) 219-247. (1995)doi:10.1016/1048-9843(95)90036-5 http://dx.doi.org/10.1016/1048-9843%2895%2990036-5
42. Graham, J. W. 'Principled organizational dissent'Research in Organizational Behaviour 8 1-52. (1986)
43. Graham, L.(1995) On the Line at Subaru-Isuzu.Ithaca: ILR Press.
44. Grint, K.(2005) Leadership: Limits and Possibilities.New York: Palgrave Macmillan.
45. Gronn, P. 'Distributed leadership as a unit of analysis'Leadership Quarterly 13 (4) 423-452. (2002)doi:10.1016/S1048-9843(02)00120-0 http://dx.doi.org/10.1016/S1048-9843%2802%2900120-0
46. Hardy, C. and Clegg, S. R.(1999) 'Some dare call it power', in S. R. Clegg and C. Hardy (eds) Studying Organization: Theory and Method.London: Sage, pp. 368-387. doi:10.4135/9781446218556 http://dx.doi.org/10.4135/9781446218556
47. Heifetz, R. A. Laurie, D. L. 'The work of leadership'Harvard Business Review Jan-Feb 124-134. (1977)
48. Hersey, P. and Blanchard, K.(1996) Management of Organizational Behaviour.Englewood Cliffs, NJ: Prentice Hall.
49. Hirschman, A. D.(1996) Exit, Voice and Loyalty.Cambridge, MA: Harvard University Press.
50. Hogg, M. 'A social identity theory of leadership'Personality and Social Psychology Review 5 (3) 184-200. (2001)doi:10.1207/S15327957PSPR0503_1 http://dx.doi.org/10.1207/S15327957PSPR0503_1
51. House, R. 'A path-goal theory of leadership: Lessons, legacy and a reformulated theory'Leadership Quarterly 7 (3) 323-352. (1971)doi:10.1016/S1048-9843(96)90024-7 http://dx.doi.org/10.1016/S1048-9843%2896%2990024-7
52. Howell, J. Shamir, B. 'The role of followers in the charismatic leadership process: Relationships and their consequences'Academy of Management Review 30 (1) 96-112. (2005)doi:10.5465/AMR.2005.15281435 http://dx.doi.org/10.5465/AMR.2005.15281435
53. Jermier, J. M., Knights, D. and Nord, W. R. (eds) (1994) Resistance and Power in Organisations.London: Routledge.
54. Jones, A. M. 'Developing what? An anthropological look at the leadership development process across cultures'Leadership 2 (4) 481-498. (2006)doi:10.1177/1742715006068935 http://dx.doi.org/10.1177/1742715006068935
55. Katz, D. and Kahn, R. L.(1978) The Social Psychology of Organizations.New York: Wiley.
56. Kelley, R. E.(2004) 'Followership', in Berkshire Encyclopedia of World History.Great Barrington: Sage Reference/Berkshire, pp. 504-513.
57. Klein, N.(2000) No Logo.London: Flamingo.
58. Knights, D. 'Organization theory in the age of deconstruction: Dualism, gender and postmodernism revisited'Organization Studies 18 (1) 1-20. (1997)doi:10.1177/017084069701800102 http://dx.doi.org/10.1177/017084069701800102
59. Kondo, D. K.(1990) Crafting Selves: Power, Gender and Discourses of Identity in a Japanese Workplace.Chicago: University of Chicago Press.
60. Kouzes, J. M. and Posner, B. Z.(2004) 'Follower-oriented leadership', in Berkshire Encyclopedia of World History.Great Barrington: Sage Reference/Berkshire, pp. 494-499.
61. Leidner, R.(1993) Fast Food, Fast Talk: Service Work and the Routinisation of Everyday Life.Berkeley: University of California Press.
62. Lipmen-Blumen, J.(2005) The Allure of Toxic Leaders.Oxford: Oxford University Press.
63. Lord, R. G. and Brown, D. J.(2003) Leadership Processes and Follower Self-identity.Mahwah, NJ: Lawrence Erlbaum.
64. Maccoby, M.(2007) Leaders We Need.Boston, MA: Harvard Business School Press.
65. Meindl, J. 'The romance of leadership as a follower-centric theory: A social constructionist approach'Leadership Quarterly 6 (3) 329-341. (1995)doi:10.1016/1048-9843(95)90012-8 http://dx.doi.org/10.1016/1048-9843%2895%2990012-8
66. Meindl, J. Ehrlich, S. B. Dukerich, J. M. 'The romance of leadership'Administrative Science Quarterly 30 (1) 78-102. (1985)doi:10.2307/2392813 http://dx.doi.org/10.2307/2392813
67. Meyerson, D. E.(2001) Tempered Radicals.Boston, MA: Harvard Business School.
68. Milgram, S. 'Behavioral study of obedience'Journal of Abnormal and Social Psychology 69 (2) 137-143. (1963)
69. Mintzberg, H. 'The leadership debate with Henry Mintzberg: Community-ship is the answer'The Financial Times (2006) October 23, 2006.
70. Mitchell, V. 'Everyday metaphors of power'Theory and Society 19 (5) 545-578. (1990)doi:10.1007/BF00147026 http://dx.doi.org/10.1007/BF00147026
71. Mole, G.(2004) 'Can leadership be taught?', in J. Storey (ed.) Leadership in Organizations.London: Routledge, pp. 125-137.
72. Mumby, D. 'Theorizing resistance in organization studies'Management Communication Quarterly 19 (1) 19-44. (2005)doi:10.1177/0893318905276558 http://dx.doi.org/10.1177/0893318905276558
73. Mumby, D. Stohl, C. 'Power and discourse in organizational studies: Absence and the dialectic of control'Discourse and Society 2 (3) 313-332. (1991)doi:10.1177/0957926591002003004 http://dx.doi.org/10.1177/0957926591002003004
74. Northouse, P. G.(2004) Leadership Theory and Practic (3rd edn).London: Sage.
75. Prasad, A. and Prasad, P.(1998) 'Everyday struggles at the workplace: The nature and implications of routine resistance in contemporary organizations', in P. A. Bamberger and W. J. Sonnenstuhl (eds) Research in the Sociology of Organizations.Stamford, CT: JAI, 15: pp. 225-257.
76. Prince, L.(1998) 'The neglected rules: On leadership and dissent', in A. Coulson (ed.) Trust and Contracts: Relationships in Local Government Health and Public Services.Bristol: The Polity Press, pp. 95-126.
77. Raelin, J.(2003) Creating Leaderful Organisations.San Francisco, CA: Berrett-Koehler.
78. Ray, T., Clegg, S. and Gordon, R.(2004) 'A new look at dispersed leadership: Power, knowledge and context', in J. Storey (ed.) Leadership in Organizations.London: Routledge, pp. 319-336.
79. Real, K. Putnam, L. 'Ironies in the discursive struggle of pilots defending the profession'Management Communication Quarterly 19 (1) 91-119. (2005)doi:10.1177/0893318905276561 http://dx.doi.org/10.1177/0893318905276561
80. Reed, M. 'In praise of duality'Organization Studies 18 (1) 21-42. (1997)doi:10.1177/017084069701800103 http://dx.doi.org/10.1177/017084069701800103
81. Scott, J.(1985) Weapons of the Weak: Everyday Forms of Peasant Resistance.New Haven: Yale University Press.
82. Scott, J. C.(1990) Domination and the Arts of Resistance.New Haven: Yale University Press.
83. Shamir, B. 'Taming charisma for better understanding and greater usefulness: A response to Beyer'The Leadership Quarterly 10 (4) 555-562. (1999)doi:10.1016/S1048-9843(99)00031-4 http://dx.doi.org/10.1016/S1048-9843%2899%2900031-4
84. Shamir, B. Dayan-Horesh, D. Adler, D. 'Leading by biography: Towards a life-story approach to the study of leadership'Leadership 1 (1) 13-29. (2005)doi:10.1177/1742715005049348 http://dx.doi.org/10.1177/1742715005049348
85. Shamir, B. House, R. J. Arthur, M. B. 'The motivational effects of charismatic leadership: A selfbased concept theory'Organization Science 4 (4) 577-594. (1993)doi:10.1287/orsc.4.4.577 http://dx.doi.org/10.1287/orsc.4.4.577
86. Shamir, B., Pillai, R., Bligh, M. and Uhl-Bien, M.(2007) Follower-Centred Perspectives on Leadership.Greenwich, CT: Information Age.
87. Sinclair, A.(1998) Doing Leadership Differently.Melbourne: Melbourne University Press.
88. Sinclair, A.(2007) Leadership for the Disillusioned.London: Allen and Unwin.
89. Smircich, L. Morgan, G. 'Leadership: The management of meaning'The Journal of Applied Behavioural Science 18 (3) 257-273. (1982)
90. Surman, E. 'Dialectics of dualism: The symbolic importance of the home/work divide'Ephemera 2 (3) 209-223. (2002)
91. Trethewey, A. 'Resistance, identity and empowerment: A postmodern feminist analysis of clients in a human service organization'Communication Monographs 64 281-301. (1997)doi:10.1080/03637759709376425 http://dx.doi.org/10.1080/03637759709376425
92. van Knippenberg, D. and Hogg, M. (eds) (2003) Leadership and Power: Identity Processes in Groups and Organizations.London: Sage.doi:10.4135/9781446216170 http://dx.doi.org/10.4135/9781446216170
93. Willis, P.(1977) Learning to Labour.Aldershot: Saxon House.