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David L. Collinson
Researcher at Lancaster University
Publications - 102
Citations - 8679
David L. Collinson is an academic researcher from Lancaster University. The author has contributed to research in topics: Leadership studies & Transactional leadership. The author has an hindex of 41, co-authored 102 publications receiving 8249 citations. Previous affiliations of David L. Collinson include University of Manchester & Florida State University.
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Identities and Insecurities: Selves at Work:
TL;DR: In this paper, the authors examine the analytical importance of insecurity for understanding the subjective power relations and survival strategies of an organization and highlight how these insecurities can intersect in the reproduction of workplace selves and organizational power relations.
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Naming Men as Men: Implications for Work, Organization and Management
David L. Collinson,Jeff Hearn +1 more
TL;DR: In this paper, the authors argue for an approach which addresses the unities, differences and interrelations between men and masculinities, and suggest that critical studies of gendered power need to examine the management of organizations in much more detail.
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'Engineering Humour': Masculinity, Joking and Conflict in Shop-floor Relations
TL;DR: In this article, the authors focus on the organizational significance of shop-floor humour and in particular its relationship to gender identity and working-class resistance, by means of an empirical analysis of joking forms in the components division of a lorry producing factory, they explore not only the collective elements, but also the internal divisions and contradictions that characterize shopfloor relations.
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Rethinking followership: a post-structuralist analysis of follower identities
TL;DR: A number of recent studies highlight the importance of followership, of identity issues for leadership processes, and of leaders' capacity to shape followers' identity as discussed by the authors, concluding that studies of leadership need to develop a much deeper understanding of follower identities and of the complex ways that these selves may interact with those of leaders.
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Dialectics of leadership
TL;DR: In this article, the authors highlight the value of rethinking leadership as a set of dialectical relationships and highlight the tensions, contradictions and ambiguities that typically characterize these shifting asymmetrical and interdependent leadership dynamics.