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Raelin, Joseph A. - In: Organization 20 (2012) 6, pp. 818-839

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...

Persistent link: https://www.econbiz.de/10013531007

The Role of Facilitation in Praxis

Raelin, Joseph A. - In: Organizational Dynamics 35 (2006) 1, pp. 83-95

The application of facilitation in organizational life has become so popular that it has been co-opted in some quarters … explicit attempt to learn from reflection on action, facilitation is further defined as embodying a reflective practice that is … concurrent with and critical of experience. In this article, facilitation will be characterized as a means of bringing out …

Persistent link: https://www.econbiz.de/10013531009

Taking the Charisma Out: Teaching as Facilitation

Raelin, Joseph A. - In: Organization Management Journal 3 (2006) 1, pp. 4-12

The author provides a personal account of his transition from attempting to use charisma to transmit knowledge to students to removing it so that students can themselves experience knowledge as a basis for learning. Consistent with inquiry-based democratic pedagogy, the author demonstrates how...

Persistent link: https://www.econbiz.de/10013533706

Developmental action learning: Toward collaborative change

Raelin, Joseph A.; Raelin, Jonathan D. - In: Action Learning: Research and Practice 3 (2006) 1, pp. 45-67

the more intensive set experience. It also calls for facilitation designed to help participants, selected for their …

Persistent link: https://www.econbiz.de/10013533708

It's not about the leaders: It's about the practice of leadership

Raelin, Joseph A. - In: Organizational Dynamics 45 (2016) 2, pp. 124-131

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...

Persistent link: https://www.econbiz.de/10013503690

Imagine there are no leaders: Reframing leadership as collaborative agency

Raelin, Joseph A. - In: Leadership 12 (2016) 2, pp. 131-158

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...

Persistent link: https://www.econbiz.de/10013503692

Leadership-as-Practice: Its Past History, Present Emergence, and Future Potential

Raelin, Joseph A. - In: Academy of Management Collections 2 (2023) 2, pp. 19-30

In this essay the author through a curation of articles drawn largely from the archives of the Academy of Management guides readers through the early foundations, principles, and theory of the new field of leadership-as-practice or L-A-P. The field is shown to have evolved through a history of...

Persistent link: https://www.econbiz.de/10014325564

The manager as facilitator of dialogue

Raelin, Joseph A. - In: Organization : the critical journal of organization, … 20 (2013) 6, pp. 818-839

Persistent link: https://www.econbiz.de/10010223075

Hierarchy’s subordination of democracy and how to outrank it

Raelin, Joseph A. - In: Management Learning 51 (2020) 5, pp. 620-633

We hear much about the “democratic ideal” as if it were unreachable within the walls of the organization. Of late, apologists have begun suggesting that there is no need to worry; democracy exists; it is just that it is often hidden from view right within the requisite hierarchical...

Persistent link: https://www.econbiz.de/10013500783

What are you afraid of: Collective leadership and its learning implications

Raelin, Joseph A. - In: Management Learning 49 (2017) 1, pp. 59-66

In this provocation, the author attempts to cite the advantages of collective leadership while acknowledging the objections and fears of challengers. Collective leadership is seen as remote because it defies the traditional view of leadership as an individualistic attractive quality that not...

Persistent link: https://www.econbiz.de/10013500784

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