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Performing Leadership

BuchKartoniert, Paperback
223 Seiten
Englisch
Springer Palgrave Macmillanerschienen am29.09.20091st ed. 2009
A rigorous analysis of the implications of leadership being seen literally or metaphorically as a performance. The book introduces a framework which examines the performance of leadership through the dimensions of enactment, narrative and audience, focusing throughout on the ways in which managers can apply these ideas in their own leadership.mehr
Verfügbare Formate
BuchGebunden
EUR111,50
BuchKartoniert, Paperback
EUR114,50
E-BookPDF1 - PDF WatermarkE-Book
EUR96,29

Produkt

KlappentextA rigorous analysis of the implications of leadership being seen literally or metaphorically as a performance. The book introduces a framework which examines the performance of leadership through the dimensions of enactment, narrative and audience, focusing throughout on the ways in which managers can apply these ideas in their own leadership.
Details
ISBN/GTIN978-1-349-30420-2
ProduktartBuch
EinbandartKartoniert, Paperback
Erscheinungsjahr2009
Erscheinungsdatum29.09.2009
Auflage1st ed. 2009
Seiten223 Seiten
SpracheEnglisch
Gewicht298 g
IllustrationenVII, 223 p.
Artikel-Nr.37729660
Rubriken
GenreWirtschaft

Inhalt/Kritik

Inhaltsverzeichnis
Acknowledgements Overall Introduction PART I: PUTTING PERFORMANCE IN THE PICTURE Introduction In Search of the Leaderful Self: The Rise and Rise of the Psychological Paradigm of Leadership The Dogs that Rarely Barked: Alternative Conceptions of Leadership Performing Leadership: Leadership 'is' and Leadership 'as' Performance PART II: ENACTMENT, NARRATIVE AND AUDIENCE Introduction Rowan Williams not Rowan Atkinson: Rituals and Performative Leadership The Warp and Weft of Organizational Life: Relationships and Performative Leadership A Beginning, a Middle and an End: Narratives in Organizations Is There Anybody There: The Nature of Audiences PART III: IMPLICATIONS OF PERFORMING LEADERSHIP Introduction Leadership Performance and Leadership Development Leadership Performance and the Attribution of Authenticity Epiloguemehr

Autor

After spending 15 years as a senior public service manager, EDWARD PECK has held senior appointments at Kings College London, UK and the University of Birmingham, UK. At Birmingham, he has previously directed both the Health Services Management Centre and the School of Public Policy whilst undertaking research, teaching and consultancy that have supported the development of public services in the UK. He is currently Head of the College of Social Sciences.

HELEN DICKINSON heads up the health and social care programme at the Health Services Management Centre at the University of Birmingham, UK. In addition to publishing widely on the topic of health and social care partnership working, Helen has a keen interest in critical theories - particularly in the way these might be applied to studies of leadership.