Fess Parker DoubleTree Resort - 633 E Cabrillo Blvd, Santa Barbara, CA
January 10, 2018,
9:30 am – 12:00 pm
Plural Forms of Leadership and Implications for Organization and Leadership Development
Winter Session 2018 – Alumni track presentation
Presenters: Keith W. Ray, PhD (HOD 2009), and Joan Goppelt, PhD (HOD 2009)
Fielding continually aims to generate a high morale environment for our alumni in order to pursue an engaged graduate community. The goal to continually keep alumni involvement at our Winter and Summer sessions resulted in the development of the Alumni Track, which originated by alumni for alumni and students.
This is an exploration of leadership as a social phenomenon rather than as an individual’s traits. After a brief review of the literature on plural forms of leadership, the presenters will dive into what it means to develop leadership if one takes a social view of leadership.
Much of the extant literature on leadership and leadership development conceptualizes individuals as the foci of leadership agency. This framing often does not account for the social complexity and emergent nature of leadership in groups. Alternatively, we conceive leadership as a process that is constructed through dialogic activities (Barge & Fairhurst, 2008; Bushe & Marshak, 2016). Leadership can be said to occur when a change in structures, actions, narratives, discourses, or meaning emerges. This view of leadership as a process, privileges the outcomes of change (Uhl-Bien, 2006) and therefore, disregards where or who creates the change. In other words, we assume that leadership can happen anywhere and is not necessarily a process owned wholly or even primarily by those in formal positions of power. This is a post-modern social constructionist view of leadership.
With the above definition of leadership, leadership development becomes a process of changing relationships, narratives, structures, and meaning, i.e. social order, such that there is an increased possibility of positive changes emerging. Note that since what is characterized as a ‘positive change’ is value laden, identity dependent, and contextual, leadership development should be examined critically. This creates an important distinction between leadership as we have described it above, which is a dialogic relational activity that creates a change in social order, and leadership development, which is a deliberate activity that is aimed at creating a better organization.
• Review of literature on plural leadership (handout / link provided to literature review)
• Re-framing of leadership and leadership development
• Discussion of audience’s experience with leadership
• Examples of dialogic leadership development and how it relates to organization development
• Discussion with audience regarding their own interests, research, and practice around leadership and leadership development
The audience for this seminar include current students, practitioners, and alumni who are interested in leadership and leadership development.
Attendees of this seminar will:
• Gain awareness and understanding of current literature on plural forms of leadership
• Develop an understanding of what it means to develop leadership if one takes a social view of leadership
• Hear practical examples of developing plural leadership