学位论文详细信息
The re-appearing act of leadership: an exploration of leadership practice through the lens of cultural-historical activity theory
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Takoeva, Vasilisa ; Trehan, Kiran,Kempster, Steve
University:University of Birmingham
Department:Birmingham Business School, Department ofManagement
关键词: H Social Sciences;    HD Industries. Land use. Labor;    HD28 Management. Industrial Management;   
Others  :  http://etheses.bham.ac.uk//id/eprint/7485/2/Takoeva17PhD.pdf
Subject:H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
 issued in 2017-01-01, created in 2017-01-01, published in 2017
来源: University of Birmingham eTheses Repository
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【 摘 要 】
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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