Chapter 5 Leadership as a collective process
DOI: 10.23912/9781911635253-4863 | ISBN: 9781911635253 |
Published: May 2021 | Component type: chapter |
Published in: Event Leadership | Parent DOI: 10.23912/9781911635253-4274 |
Abstract
As we have seen in the previous chapters of this book, one of the criticisms of a large section of leadership studies is that they still mostly focus on the role of those in formal leadership positions. The majority of leadership scholars still tend to study leadership from the perspective of the formal leaders, and with the preconception that leadership stems from a single source. This perspective is referred to as an entity-led perspective – viewing leadership through the lens of the behaviour of one person. By taking this entity-led perspective, leadership studies are still very narrow in focus. However, some scholars have begun to recognise the limitations of ‘heroic’ or entity-led leadership studies and have instead turned their focus from leadership as something a leader does, towards conceptualising leadership as an influence process (Langley & Tsoukas, 2017; Northouse, 2017).
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- Emma Abson, Sheffield Hallam University (Author) https://orcid.org/0000-0002-1333-4216
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- Dr Emma Abson, Sheffield Hallam University (Author) https://orcid.org/0000-0002-1333-4216
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Abson, 2021
Abson, E. (2021) "Chapter 5 Leadership as a collective process" In: Abson, D.E. (ed) . Oxford: Goodfellow Publishers http://dx.doi.org/10.23912/9781911635253-4863
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