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Leadership Across Boundaries: A Passage to Aporia theorizes on
leadership in an unprecedented manner by stepping outside of
conventional leadership theory and importing into leadership
studies the implications of certain innovations in the social
sciences, such as pluralism, complexity theory, and the dialogical
turn, to change the way scholars discuss and study leadership.
Leadership Across Boundaries anchors theoretical passages that
generate a new way of imagining what it means to lead and follow
with concrete examples about Martin Luther, the Common Law,
dialogue as a practice, a painting by Diego Velazquez, synchronized
fireflies, and the strange career of Francis of Assisi. This book
acknowledges the limitations of existing leadership research as
being too leader-centric, simplistic, static, and in many cases
oblivious to the power of images to shape our understanding. To
rectify these limitations, Leadership Across Boundaries examines
alternative images of leadership grounded in concrete examples that
present leadership in an unprecedented light. The book includes a
discussion of invigorating ideas of homeward leadership (looking
backward), extra-ordinary leadership (going forward), and what will
be defined as the perennial need for aikido politics. An
interdisciplinary text, Leadership Across Boundaries: A Passage to
Aporia will appeal not only to scholars, instructors, and students
of leadership, but also to those in the many fields in which
leadership theory applies, such as history, economics, sociology,
archetypal psychology, the law, political philosophy, applied
mathematics, and the martial arts.
Leadership Across Boundaries: A Passage to Aporia theorizes on
leadership in an unprecedented manner by stepping outside of
conventional leadership theory and importing into leadership
studies the implications of certain innovations in the social
sciences, such as pluralism, complexity theory, and the dialogical
turn, to change the way scholars discuss and study leadership.
Leadership Across Boundaries anchors theoretical passages that
generate a new way of imagining what it means to lead and follow
with concrete examples about Martin Luther, the Common Law,
dialogue as a practice, a painting by Diego Velazquez, synchronized
fireflies, and the strange career of Francis of Assisi. This book
acknowledges the limitations of existing leadership research as
being too leader-centric, simplistic, static, and in many cases
oblivious to the power of images to shape our understanding. To
rectify these limitations, Leadership Across Boundaries examines
alternative images of leadership grounded in concrete examples that
present leadership in an unprecedented light. The book includes a
discussion of invigorating ideas of homeward leadership (looking
backward), extra-ordinary leadership (going forward), and what will
be defined as the perennial need for aikido politics. An
interdisciplinary text, Leadership Across Boundaries: A Passage to
Aporia will appeal not only to scholars, instructors, and students
of leadership, but also to those in the many fields in which
leadership theory applies, such as history, economics, sociology,
archetypal psychology, the law, political philosophy, applied
mathematics, and the martial arts.
Michel Foucault, one of the most cited scholars in the social
sciences, devoted his last three lectures to a study of leader
development. Going back to pagan sources, Foucault found a
persistent theme in Hellenistic antiquity that, in order to qualify
for leadership, a person must undergo processes of subjectivation,
which is simply the way that a person becomes a Subject. From this
perspective, an aspiring leader first becomes a Subject who happens
to lead. These processes depend on a condition of parresia, which
is truth-telling at great risk that is for the edification of the
other person. A leader requires a mentor and advisors in order to
lead successfully, while also developing the capacity in one's own
mind to heed the truth. In other words, a leader must learn how to
guide oneself. A valuable contribution to the field of leadership
studies, this book summarizes these last lectures as they pertain
to the study and practice of leadership, emphasizing the role of
ethics and truth-telling as a check on power. It then presents
several other contexts where these same lessons can be seen in
practice, including in the life of Alexander Solzhenitsyn, whose
career as a writer epitomized speaking truth to power, and somewhat
surprisingly in the United States military, in response to its
twenty-first century mission of counterinsurgency.
Michel Foucault, one of the most cited scholars in the social
sciences, devoted his last three lectures to a study of leader
development. Going back to pagan sources, Foucault found a
persistent theme in Hellenistic antiquity that, in order to qualify
for leadership, a person must undergo processes of subjectivation,
which is simply the way that a person becomes a Subject. From this
perspective, an aspiring leader first becomes a Subject who happens
to lead. These processes depend on a condition of parresia, which
is truth-telling at great risk that is for the edification of the
other person. A leader requires a mentor and advisors in order to
lead successfully, while also developing the capacity in one's own
mind to heed the truth. In other words, a leader must learn how to
guide oneself. A valuable contribution to the field of leadership
studies, this book summarizes these last lectures as they pertain
to the study and practice of leadership, emphasizing the role of
ethics and truth-telling as a check on power. It then presents
several other contexts where these same lessons can be seen in
practice, including in the life of Alexander Solzhenitsyn, whose
career as a writer epitomized speaking truth to power, and somewhat
surprisingly in the United States military, in response to its
twenty-first century mission of counterinsurgency.
Leadership and Coherence investigates how leaders justify their
decisions, and how they bring about coherence amongst followers.
Taking a cognitive approach, it builds on the work of Hannah Arendt
to attempt a phenomenology of judgment, examining how the moral
imperative experienced by leaders can be shared by their community
so both leader and led are guided by a mutual purpose. Through
biographical case studies of historical leaders, this book
illustrates how successful leaders operate in a turbulent world,
not only making their own decisions but also gathering likeminded
followers to share in a common vision and shared sense of purpose.
Leadership and Coherence investigates how leaders justify their
decisions, and how they bring about coherence amongst followers.
Taking a cognitive approach, it builds on the work of Hannah Arendt
to attempt a phenomenology of judgment, examining how the moral
imperative experienced by leaders can be shared by their community
so both leader and led are guided by a mutual purpose. Through
biographical case studies of historical leaders, this book
illustrates how successful leaders operate in a turbulent world,
not only making their own decisions but also gathering likeminded
followers to share in a common vision and shared sense of purpose.
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