The Connecting Leader: Serving Concurrently as a Leader and a Follower (Leadership Horizons)

"Previous books of the Leadership Horizon Series showed unequivocally how both leaders and followers play an equally important part in the co-production of leadership outcomes, and how leader and follower identities are fluid, so that the same individual can enact both at different times. This book stretches the notion of leadership a step further by exploring the co-enactment of both roles, identities, and positions of leader and follower by one same individual. This individual is defined as a connecting leader, as in this co-enactment he/she functions as connector between different leadership relationships. The concept of connecting leader emerges from the observation that most individuals in organizations engage in the leader-follower role co-enactment: managers, pulled between executives and reportees; CEOs, between the board and the head of departments; or employees involved in cross functional teams, leading and following in different degrees, subject to their expertise. Yet, despite its pervasiveness this concept is at best under theorized by the literature, which, dominated by dyadic and romanticized views, mostly presents the roles as enacted by separate individuals facing each other. To advance our understanding of connecting leaders the editor proposes to shift our focus on leadership in three ways: to unpack the interconnectedness and interplay of leader and follower identities; to investigate the tensions arising from the co-enactment and how these can be overcome; to widen the way in which we study leadership, through new configurations (e.g. leadership triads) and ontologies; and finally to consider the similarities between leading and following. The book chapters are organized to mirror these areas of exploration. Understanding leadership from a perspective that acknowledges that many individuals in organizations are not just leaders or followers, but both, democratizes the way we theorize leadership, and moves us further away from the temptation to romanticize it"-- Provided by publisher Front Cover The Connecting Leader Serving Concurrently as a Leader and a Follower A Volume in Leadership Horizons Series Editors: Michelle C. Bligh, University of Sussex Business School Melissa K. Carsten, Claremont Graduate University CONTENTS 1. Introduction: The Connecting Leader Part 1: Interconnected Leader-Follower Identities 2. From a Leader and a Follower to Shared Leadership: An Identity-Based Structural Model for Shared Leadership Emergence 3. Bridging Gaps in Organizations: Leaders as Entrepreneurs of Identity Part 2: Janusian Tensions 4. Paradox, Leadership, and the Connecting Leader 5. Meddling in the Middle: The Middle Manager Yo-Yo on a Constant Move Part 3: The Connecting Leader in Practice 6. From Connecting Leaders to Connecting Leadership: A Study of Interaction 7. The Connecting Leader and Managerial Stances at Work: A Practice Perspective Part 4: Leader and Follower as One 8. Leadership and Followership as One: Connecting Leaders in the Military 9. Everyday Leadership and Engaged Followership: Two Sides of the Same Construct Leadership Horizons The Connecting Leader Serving Concurrently as a Leader and a Follower Edited by Zahira Jaser University of Sussex Business School Information Age Publishing, Inc. Charlotte, North Carolina • www.infoagepub.com Foreword Mary Uhl-Bien and Sonia M. Ospina Mary Uhl-Bien Sonia M. Ospina References Foreword CHAPTER 1 Introduction The Connecting Leader Zahira Jaser University of Sussex Business School ABSTRACT UNDERSTANDING THE CONNECTING LEADER Role Interconnectedness Under Assumptions of Informal Leadership Under Assumptions of Formal Leadership Janusian Tensions Arising From the Role Coenactment Tensions About Material Resources Tensions About Intangible Resource WAYS OF SEEING THE CONNECTING LEADER Leadership Triads Figure 1.1. The connecting leader. Leadership in Practice Leader and Follower as One INTRODUCTION TO THE BOOK CHAPTERS CONCLUSION References Table 2.2. Multilevel Nature of Shared Leadership: The Whole and its Parts PART 1 INTERCONNECTED LEADER-FOLLOWER IDENTITIES CHAPTER 2 From a Leader and a Follower to Shared Leadership An Identity-Based Structural Model for Shared Leadership Emergence Elisa Adriasola Universidad Adolfo Ibanez, Chile Robert G. Lord Durham University, United Kingdom ABSTARCT Table 2.1. Conceptual Model for Shared Leadership Process Studies Shared Leadership and Multilevel Identity Dynamics Identity and Dynamic Systems Figure 2.1. Individual level interplay between leader and follower self-schema activation. An Identity-Based, Structural Model for Shared Leadership Interrelated Identities as a Structure for Shared Leadership Figure 2.2. Multilevel nature of shared leadership. Multilevel Nature of Shared leadership: Importance of Individual and Dyadic Levels Identity at the Individual Level of Analysis and Shared Leadership Identity at the Dyadic Level of Analysis and Shared Leadership Identity at the Collective Level of Analysis and Shared Leadership Implications Individual-Level Implications Dyadic-Level Implications Conclusions ACKNOWLEDGMENT References Table 2.3. Propositions Relating Leader/Follower Identity Dynamics to Shared Leadership Processes Table 2.3. (Continued) CHAPTER 3 Bridging Gaps in Organizations Leaders as Entrepreneurs of Identity Martin P. Fladerer Ludwig Maximilian University of Munich and Technical University of Munich Niklas K. Steffens and S. Alexander Haslam The University of Queensland ABSTRACT The Social Identity Approach to Organizational Life and Leadership Figure 3.1. Variation in self-categorization as a function of comparative context. EFFECTIVE LEADERS NEED TO BE IDENTITY ENTREPRENEURS Leader Rhetoric Leader Action Effective Leaders need to be Ingroup Prototypes and Ingroup Champions Being Seen as “One of Us” Demonstrating That One Is “Doing it for Us” BRINGING INDIVIDUALS AND GROUPS TOGETHER IN ORGANIZATIONS Reflecting Relevant Group Memberships Figure 3.2. Strategies of identity entrepreneurship within organizations. The Importance of Respecting Relevant Identities Promoting Dual Identifications Shaping Intergroup Relational Identities The ASPIRe Model Figure 3.3. The ASPIRe model. Conclusion References PART 2 janusian tensions CHAPTER 4 Paradox, Leadership, and the Connecting Leader Camille Pradies EDHEC Business School Marieke Delanghe EDHEC Business School Marianne W. Lewis Lindner College of Business, University of Cincinnati Abstract Introduction PARADOX AND LEADERSHIP: METHOD FOR OUR LITERATURE REVIEW Paradox and Leadership: Three Themes at the Heart of Paradoxical Leadership Locus of Paradox: Inherent or External to Leadership Paradoxes Inherent to Leadership Paradoxes External to Leadership Leadership as Means to Engage Paradox Leadership Behaviors for Paradox Engagement Leadership Skills for Paradox Engagement Paradox as Leadership Resource Deep Dive Insights for the Connecting Leader Case 1: Lüscher and Lewis (2008) Case 2: Lewis (2017) CONCLUDING THOUGHTS: CONNECTING LEADERS, PARADOX AND LEADERSHIP NOTE References APPENDIX BEGINS ON NEXT PAGE Figure 4.1. Paradox, leadership, and the connecting leader. Appendix: Literature Review Summary Appendix (Continued) Appendix (Continued) Appendix (Continued) CHAPTER 5 Meddling in the Middle The Middle Manager Yo-Yo on a Constant Move Mats Alvesson University of Queensland Business School, Australia and Cass Business School, City University of London Susann Gjerde BI Norwegian Business School, Norway and Lund University, Sweden Abstract Introduction Middle Management On Task, Identity, and Relationality of the MM role Task Figure 5.1. Four MM roles. Identity Table 5.1. Heroic and Semiheroic MM-Identities Relationality Relating Task, Identity and Relationality— Smooth Ride or Knotted Mess? The processual Yo-Yo ride of MMs REFLEX, REFLECTION, AND REFLEXIVITY FOR THE YO-YO MM ON MM IN “POSTINDUSTRIAL” CONTEXTS AND CONCLUDING REMARKS References PART 3 THE CONNECTING LEADER IN PRACTICE CHAPTER 6 From Connecting Leader to Connecting Leadership A Study of Interaction Christian Dyrlund Wåhlin-Jacobsen Department of Organization, Copenhagen Business School and the National Research Centre for the Working Environment, Denmark Magnus Larsson Department of Organization, Copenhagen Business School Abstract Introduction 1. roles are an important aspect of the constructed context because of how roles ascribe certain rights or obligations to the parties involved, thereby shaping the horizon of possible future actions they can or should take; 2. managers (and other organization members) may influence situations by constructing their roles and the wider organizational context in a specific way—a process we call connecting leadership; and 3. managers do not only act as managers or subordinates, but also draw on various other organizational roles in order to influence the local situation. LEADER’S ROLES IN THE LITERATURE Roles in the Vertical Dyad Perspective DeRue and Ashford’s Identity Construction Perspective Connecting Leadership: An Interactional Perspective Methods Case Background and Data Sources Data Analysis Analysis Case 1: “A Walk During Work Hours” Excerpt 1 Excerpt 2 Case 2: “It Was a Free Kick” Excerpt 3 Discussion NOTES References Appendix: Transcription legend CHAPTER 7 The Connecting Leader and Managerial Stances at Work A Practice Perspective Roddy Walker Copenhagen Business School, Department of Organisation Abstract Introduction UNDERSTANDING THE MIDDLE MANAGER AS A CONNECTING FIGURE ESTABLISHING A PRACTICE THEORY PERSPECTIVE: A GENERATIVE APPROACH TO PRACTICES AND PRACTITIONERS APPLYING SCHATZKI: THE SOCIAL WORLD AS A PLENUM OF INTERCONNECTED PRACTICES Practitioners: Personal Trajectories Through Structures of Social Practices Managerial Stances at Work The Setting and the Data An Empirical and Analytical Illustration: Eve as the Connecting Leader Within and Across Interconnected Organizational Practices Following Subordinates: Buffering Through a Managerial Stance Adopting Stances in Situated Managerial Practice Following superiors: Brokering through a managerial stance Implications NOTES References PART 4 LEADER AND FOLLOWER AS ONE CHAPTER 8 Leadership and Followership as One Connecting Leaders in the Military Melanie A. Robinson HEC Montréal Nicole Bérubé Royal Military College of Canada Ann Langley HEC Montréal Abstract Introduction Literature Review Connecting Leadership: Combining Leadership and Followership Roles The Emphasis on Leadership and Followership in the Military Methods Research Context and Design Sample Table 8.1. Sample Characteristics Data Analysis Findings Leadership and Followership as One Bridging the Distance Discussion Facilitative Context Strengths, Limitations, and Future Research Directions Conclusion NOTES References Appendix A: INTERVIEW QUESTIONS (SEMISTRUCTURED INTERVIEWS) 1. Could you please describe your key responsibilities in your current position? 2. What does leadership mean to you? What does followership mean to you? 3. Can you give some examples of how you play the role of a leader in your job? 4. Can you give some examples of how you play the role of a follower in your job? 5. How do you juggle both? 6. What skills are required to successfully play the role of leader, and how are they developed? 7. In your training role, how do you help others to develop their leadership skills? Can you give us some examples of how you do this? Can you give us some precise elements in the curriculum that focus on developing leadership skills? 8. What skills are required to successfully play the role of follower, and how are they developed? 9. In your training role, how do you help others to develop their followership skills? Can you give us some examples of how you do this? Can you give us some precise elements in the curriculum that focus on developing followership? 10. How would you describe the relative emphasis on leadership and followership in the training that you give to students? 11. How are leadership and followership perceived in the military? 12. How are the two roles balanced in the program for students? Figure 8.1. Data structure. Figure 8.1. (Continued) CHAPTER 9 Everyday Leadership and Engaged Followership Two Sides of the Same Construct Ronald E. Riggio Claremont McKenna College Zhengguang Liu Beijing Normal University and Claremont McKenna College Rebecca J. Reichard Claremont Graduate University Dayna O. H. Walker San Francisco State University ABSTRACT Why Is Everyday Leadership Important? Conceptualizing Everyday Leadership Everyday Leadership and Related Constructs The Assessment of Everyday Leadership Everyday Leadership Self-Report Survey Everyday Leadership Assessment Center Table 9.1. Overview of AC Structure Table 9.2. Breakdown of BARS Constructs by Simulation Implications of Everyday Leadership for Research and Practice Summary and Conclusion References APPENDIX APPEARS ON NEXT PAGE APPENDIX A: EXAMPLE BEHAVIORALLY ANCHORED RATING SCALES FOR ROLE PLAY SIMULATION Relational Transparency Back Cover