Relational Creation of Leadership Identity

Charlotte Øland Madsen; Randi Riis Michelsen; Lone Hersted

doi:10.1057/9781137509413_6

Relational Creation of Leadership Identity

Charlotte Øland Madsen
, Randi Riis Michelsen
, Lone Hersted

Aalborg University

Research output: Chapter in Book/Report/Conference proceeding › Contribution to book/anthology › Research › peer-review

Abstract

In this chapter we continue to develop the book's fundamental idea that both leaders and other participants in their organisations are intertwined, whether they wish to be or not, in a web of relations and are continuously positioning one another in dynamic interactions that they create. We view organisations as complex, dynamic, relational landscapes (Shotter 1998) where meaning is constantly co-constructed. Likewise, leading is viewed as something that arises in the presence of employees, other leaders and other participants, and consists of a number of social processes that enable people to work together and coordinate their actions.

Original language	English
Title of host publication	Relational Perspectives on Leading
Editors	Mette Vinther Larsen, Jørgen Gulddahl Rasmussen
Number of pages	22
Publisher	Palgrave Macmillan
Publication date	2015
Pages	107-128
Chapter	5
ISBN (Print)	978-1-349-70186-5
ISBN (Electronic)	978-1-137-50941-3
DOIs	https://doi.org/10.1057/9781137509413_6
Publication status	Published - 2015
Externally published	Yes

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10.1057/9781137509413_6

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title = "Relational Creation of Leadership Identity",

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AU - Michelsen, Randi Riis

AU - Hersted, Lone

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N2 - In this chapter we continue to develop the book's fundamental idea that both leaders and other participants in their organisations are intertwined, whether they wish to be or not, in a web of relations and are continuously positioning one another in dynamic interactions that they create. We view organisations as complex, dynamic, relational landscapes (Shotter 1998) where meaning is constantly co-constructed. Likewise, leading is viewed as something that arises in the presence of employees, other leaders and other participants, and consists of a number of social processes that enable people to work together and coordinate their actions.

AB - In this chapter we continue to develop the book's fundamental idea that both leaders and other participants in their organisations are intertwined, whether they wish to be or not, in a web of relations and are continuously positioning one another in dynamic interactions that they create. We view organisations as complex, dynamic, relational landscapes (Shotter 1998) where meaning is constantly co-constructed. Likewise, leading is viewed as something that arises in the presence of employees, other leaders and other participants, and consists of a number of social processes that enable people to work together and coordinate their actions.

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A2 - Rasmussen, Jørgen Gulddahl

PB - Palgrave Macmillan

ER -

Relational Creation of Leadership Identity

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