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Leadership refrains: patterns of leadership

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Leadership refrains: patterns of leadership. / Kelly, S; Iszatt-White, M; Martin, D et al.
In: Leadership, Vol. 2, No. 2, 2006, p. 181-201.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Kelly, S, Iszatt-White, M, Martin, D & Rouncefield, MF 2006, 'Leadership refrains: patterns of leadership', Leadership, vol. 2, no. 2, pp. 181-201. https://doi.org/10.1177/1742715006062934

APA

Kelly, S., Iszatt-White, M., Martin, D., & Rouncefield, M. F. (2006). Leadership refrains: patterns of leadership. Leadership, 2(2), 181-201. https://doi.org/10.1177/1742715006062934

Vancouver

Kelly S, Iszatt-White M, Martin D, Rouncefield MF. Leadership refrains: patterns of leadership. Leadership. 2006;2(2):181-201. doi: 10.1177/1742715006062934

Author

Kelly, S ; Iszatt-White, M ; Martin, D et al. / Leadership refrains: patterns of leadership. In: Leadership. 2006 ; Vol. 2, No. 2. pp. 181-201.

Bibtex

@article{199856e662824d1eb6da4fa476d548fc,
title = "Leadership refrains: patterns of leadership",
abstract = "This article considers issues of leadership and leadership development by reflecting on the notion of the refrain as pattern. Drawing on our research of leadership within UK further education (FE) we examine how tracing {\textquoteleft}patterns of leadership{\textquoteright} can provide an insight into the practical accomplishment of leadership in FE as everyday {\textquoteleft}ordinary{\textquoteright} work. In an era of increased change and uncertainty about the character of leadership within the sector, we use our ethnographic data and interdisciplinary backgrounds to consider leadership development as essentially a design problem through adopting and adapting the notion of patterns that emerge in the architectural work of Christopher Alexander and the organizational studies of Tom Erickson. In doing so we point to the comforting effect of both the refrain and the pattern to repeat, return, renew, react, refine, reconstruct and resolve. We conclude by suggesting some of the ways in which the documenting and describing of such patterns of leadership can be used as {\textquoteleft}teachable moments{\textquoteright} for the design and deployment of programmes of leadership development and training. ",
author = "S Kelly and M Iszatt-White and D Martin and Rouncefield, {M F}",
year = "2006",
doi = "10.1177/1742715006062934",
language = "English",
volume = "2",
pages = "181--201",
journal = "Leadership",
issn = "1742-7150",
publisher = "SAGE PUBLICATIONS INC",
number = "2",

}

RIS

TY - JOUR

T1 - Leadership refrains: patterns of leadership

AU - Kelly, S

AU - Iszatt-White, M

AU - Martin, D

AU - Rouncefield, M F

PY - 2006

Y1 - 2006

N2 - This article considers issues of leadership and leadership development by reflecting on the notion of the refrain as pattern. Drawing on our research of leadership within UK further education (FE) we examine how tracing ‘patterns of leadership’ can provide an insight into the practical accomplishment of leadership in FE as everyday ‘ordinary’ work. In an era of increased change and uncertainty about the character of leadership within the sector, we use our ethnographic data and interdisciplinary backgrounds to consider leadership development as essentially a design problem through adopting and adapting the notion of patterns that emerge in the architectural work of Christopher Alexander and the organizational studies of Tom Erickson. In doing so we point to the comforting effect of both the refrain and the pattern to repeat, return, renew, react, refine, reconstruct and resolve. We conclude by suggesting some of the ways in which the documenting and describing of such patterns of leadership can be used as ‘teachable moments’ for the design and deployment of programmes of leadership development and training.

AB - This article considers issues of leadership and leadership development by reflecting on the notion of the refrain as pattern. Drawing on our research of leadership within UK further education (FE) we examine how tracing ‘patterns of leadership’ can provide an insight into the practical accomplishment of leadership in FE as everyday ‘ordinary’ work. In an era of increased change and uncertainty about the character of leadership within the sector, we use our ethnographic data and interdisciplinary backgrounds to consider leadership development as essentially a design problem through adopting and adapting the notion of patterns that emerge in the architectural work of Christopher Alexander and the organizational studies of Tom Erickson. In doing so we point to the comforting effect of both the refrain and the pattern to repeat, return, renew, react, refine, reconstruct and resolve. We conclude by suggesting some of the ways in which the documenting and describing of such patterns of leadership can be used as ‘teachable moments’ for the design and deployment of programmes of leadership development and training.

U2 - 10.1177/1742715006062934

DO - 10.1177/1742715006062934

M3 - Journal article

VL - 2

SP - 181

EP - 201

JO - Leadership

JF - Leadership

SN - 1742-7150

IS - 2

ER -