Doing qualitative research: a practical handbook, by David Silverman, Los Angeles, Sage, 2010, 456 pp., AU$65.00, ISBN 978-1-84860-033-1, ISBN 978-1-94960-034-8. Available in Australia and New Zeal...

Doing qualitative research: a practical handbook

https://cws.journals.yorku.ca/index.php/cws/article/download/14795/13847

Men and Women of the Corporation

Learning to Labour: How Working Class Kids Get Working Class Jobs

Preface (1999) Preface (1990) 1. Subjects of Sex/Gender/Desire I. 'Women' as the Subject of Feminism II. The Compulsory Order of Sex/Gender/Desire III. Gender: The Circular Ruins of Contemporary Debate IV. Theorizing the Binary, the Unitary and Beyond V. Identity, Sex and the Metaphysics of Substance VI. Language, Power and the Strategies of Displacement 2. Prohibition, Psychoanalysis, and the Production of the Heterosexual Matrix I. Structuralism's Critical Exchange II. Lacan, Riviere, and the Strategies of Masquerade III. Freud and the Melancholia of Gender IV. Gender Complexity and the Limits of Identification V. Reformulating Prohibition as Power 3. Subversive Bodily Acts I. The Body Politics of Julia Kristeva II. Foucault, Herculine, and the Politics of Sexual Discontinuity III. Monique Wittig - Bodily Disintegration and Fictive Sex IV. Bodily Inscriptions, Performative Subversions Conclusion - From Parody to Politics

Postmodern Subjects, Postmodern BodiesThinking Fragments: Psychoanalysis, Feminism, and Postmodernism in the Contemporary WestYearning: Race, Gender, and Cultural PoliticsGender Trouble: Feminism and the Subversion of Identity

Sorting Things Out: Classification and Its Consequences.

https://www.lindgren-packendorff.com/Crevani_Lindgren_Packendorff_2010_ScJM.pdf

Leadership, not leaders: On the study of leadership as practices and interactions

Within the field of leadership practices, there is an emergent movement towards viewing leadership in terms of collaboration between two or more persons. At the same time, traditional literature on ...

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Shared leadership : A post-heroic perspective on leadership as a collective construction

Inspired by the practice turn in organization and social theory (Schatzki et al., 2001), there has been increasing recognition of the value of theorizing about and studying leadership from a practice perspective (Denis et al., 2005, 2010; Carroll et al., 2008; Crevani et al., 2010; Raelin, 2011; Endrissat & von Arx, 2013). The resulting notion of “leadership-as-practice” gives rise to high expectations but may also cause misunderstandings among leadership scholars and practitioners alike. To recognize its potential we believe it is important to bring to the fore some of its underlying assumptions and outline its similarities and differences to other relatively close concepts. Hence, this chapter provides an introduction to the leadership-as-practice perspective by means of two central comparisons. First, we probe into leadership studies and consider the similarities and differences of a leadership-as-practice perspective with related leadership approaches such as the leadership style approach (and the subsequent situational leadership and contingency models) and the relational leadership approach. We highlight the consequences of doing research from each one of these three perspectives, mainly with respect to the underlying understanding of reality (ontology) and, consequently, the “unit of analysis” (i.e. what is studied and focused on to produce knowledge about leadership). We include examples of typical research questions and exemplary studies in each of the three domains to support our reasoning. Of course, the comparison cannot be completed by considering just two other approaches. However, the two seem most relevant because they share several similarities with the leadership-as-practice approach that need closer examination to define the specific contribution of leadership-as-practice. The style (and the situational/contingency) approach is widely known, entitative in character, but with a similar focus on leadership actions to the practice approach. By making the differences between the two approaches explicit, we hope to inspire the broad range of scholars familiar with the style approach to consider the practice perspective as a potential alternative that allows them to enrich understanding of the accomplishments of leadership. The relational approach, on the other hand, is the closest to the practice approach, and this is sometimes even used synonymously. However, differences exist and we believe that it is important to make them explicit to better understand the critical contribution of leadership-as-practice.In the second comparison we look outside leadership studies and focus instead on the “as-practice” approach, outlining the similarities and differences between leadership-as-practice and other practice approaches in organization studies, namely strategy-as-practice and coordination-as-practice. As we will show, although the underlying assumptions are the same, they differ with respect to the social accomplishment on which they focus, that is the consequences of organizing processes that they try to explain and understand. Because of space restrictions, we had to limit our comparison to those organizational phenomena that we consider most relevant for defining leadership-as-practice. Both coordination and strategy work share similarities with leadership that sometimes make it difficult to distinguish among them. We hope that the focus on ‘social accomplishment’ will help the reader to better understand what the unique contribution of each of these organizational constructs is.

Mapping the Leadership-as-Practice Terrain: Comparative elements

Although the idea of leadership being a process is clearly stated in leadership definitions, most researchers focus on individuals rather than observing and studying processes. This contradiction has been highlighted by a number of scholars turning to leadership processes and practices, thereby drawing attention to the interactional and social aspects of the phenomenon. Such contributions mostly take process perspectives in which entities still play an important role. In this article, I therefore aim at contributing to leadership studies based on a process ontology by exploring one central aspect of leadership work, the production of direction, processually. I do so by building on geographer Massey’s conception of space, thus adding a spatial dimension that enables me to conceptualize direction as the development of an evolving relational configuration. In order to empirically explore such a conceptualization, two constructs are proposed: the construction of positions and the construction of issues. The r...

/pdf/is-there-leadership-in-a-fluid-world-exploring-the-ongoing-4hnlceilv3.pdf

Is there leadership in a fluid world? Exploring the ongoing production of direction in organizing

Drawing on the current research in general leadership, we propose that a process ontology is relevant and rewarding for project leadership studies. We argue that project leadership can be studied as the ongoing social production of direction through the construction of actors' space of action, involving continuous construction and reconstruction of (1) past project activities and events; (2) positions and areas of responsibility; (3) discarded, ongoing, and future issues; and (4) intensity, rhythm, and pace. Through an ethnographic case study of an organizational change project, we show how space of action and hence the project direction are in constant flux and becoming.

/pdf/project-leadership-in-becoming-a-process-study-of-an-2tu0bunagt.pdf

Lucia Crevani

Papers

Leadership, not leaders: On the study of leadership as practices and interactions

Shared leadership : A post-heroic perspective on leadership as a collective construction

Mapping the Leadership-as-Practice Terrain: Comparative elements

Is there leadership in a fluid world? Exploring the ongoing production of direction in organizing

Project Leadership in Becoming : A Process Study of an Organizational Change Project