The notion of reappearing responds to a prominent article by Alvesson and Sveningsson (2003a) who argued for the disappearance of leadership, predominantly due to their failure to look for the practices. This research focuses on this ontological orientation and undertakes a theoretical and empirical exploration of leadership practice in a Russian organisation, and provides three main contributions for the emerging field of leadership-as-practice. Firstly, I develop a framework primarily based on cultural-historical activity theory and critical realism that conceptualises leadership practice by placing agents’ actions and interactions within the context of their relationships, objectives, experiences, material and non-material artefacts and wider organisational processes and structures; work that has not yet been undertaken in the field. Secondly, I provide a methodological guidance for future qualitative research design that connects ethnographically informed approaches to fieldwork with critical realist Grounded Theory techniques for data analysis process. Thirdly, drawing on the findings from my empirical research, I suggest how leadership practice is enacted within the day-to-day interactions and activities and how it affects the very context of its appearance. I conclude with suggestions for future research that draws on these contributions, as well as making recommendations for leadership development practice.
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The re-appearing act of leadership: an exploration of leadership practice through the lens of cultural-historical activity theory
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