In this account of practice, the authors introduce a variant of classic action learning, called developmental action learning or DAL. The DAL model, derived from cognitive development theory, introduces conventional learning modules prior to the more intensive set experience. It also calls for...

This article has the aim of considering whether managerial control, no matter its form, has outlived, its usefulness in postbureaucratic society, and if so, whether it can be replaced by a more emancipatory discourse among local practitioners as they confront the immanent requirements of social...

Executive management as a distinct occupational category from general management seems to be becoming increasingly professionalized. From a power perspective, CEOs dominate the decision-making apparatus of our major business enterprises. From an attribute approach to professionalization, there...

Executive management as a distinct occupational category from general management seems to be becoming increasingly professionalized. From a power perspective, CEOs dominate the decision-making apparatus of our major business enterprises. From an attribute approach to professionalization, there...

In this article the author uses the lens of leadership-as-practice (L-A-P) to analyze the concerns of the worker in the contemporary workplace and proposes both new insights and potential remediations through a post-humanistic leadership centered on practice. L-A-P is designed to probe...

This article introduces readers to a new approach to leadership that has come on the scene in recent years, and it is called “Leadership-as-Practice.” As an offshoot of the so-called “practice turn” in the social sciences, referring to the study of everyday activities, it challenges some...

The practice perspective of leadership de-emphasizes purpose and rather recognizes pre-reflective forms of intentionality carried out in embodied practices that may be subsequently guided by democratic, emancipatory, and reflexive processes. Although leadership-as-practice should be classified...

This article explores the mythology of leadership as residing in particular individuals. It argues that given the complex requirements of 21st Century management, we can no longer allow the rest of the organization, other than its managers, to sit idly awaiting orders from detached bosses. It...

Fearing that our overreliance on an individual, heroic model of leadership will only continue to dampen the energy and creativity of people in our organizations and communities, this essay proposes a practice perspective of leadership based on a collaborative agency mobilized through engaged...

In this article a new role for managers is advocated to create conditions for genuine collaborative engagement in 21st Century organizations. The new role is as a facilitator of emancipatory dialogue, a discourse among parties that can lead to mutual learning, deep understanding and insight, and...