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Manager as a Valued Leader and a Valued Follower: Making Managerial Work More Meaningful

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Manager as a Valued Leader and a Valued Follower: Making Managerial Work More Meaningful. / Jaser, Zahira; Alvehus, Johan; Carsten, Melissa K. et al.
In: Academy of Management Proceedings, Vol. 2016, No. 1, 01.01.2016.

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

Harvard

Jaser, Z, Alvehus, J, Carsten, MK, Collinson, D & Grant, DS 2016, 'Manager as a Valued Leader and a Valued Follower: Making Managerial Work More Meaningful', Academy of Management Proceedings, vol. 2016, no. 1. https://doi.org/10.5465/ambpp.2016.15959symposium

APA

Jaser, Z., Alvehus, J., Carsten, M. K., Collinson, D., & Grant, D. S. (2016). Manager as a Valued Leader and a Valued Follower: Making Managerial Work More Meaningful. Academy of Management Proceedings, 2016(1). https://doi.org/10.5465/ambpp.2016.15959symposium

Vancouver

Jaser Z, Alvehus J, Carsten MK, Collinson D, Grant DS. Manager as a Valued Leader and a Valued Follower: Making Managerial Work More Meaningful. Academy of Management Proceedings. 2016 Jan 1;2016(1). doi: 10.5465/ambpp.2016.15959symposium

Author

Jaser, Zahira ; Alvehus, Johan ; Carsten, Melissa K. et al. / Manager as a Valued Leader and a Valued Follower : Making Managerial Work More Meaningful. In: Academy of Management Proceedings. 2016 ; Vol. 2016, No. 1.

Bibtex

@article{3e472c0bef74407f8b413815f160bf7c,
title = "Manager as a Valued Leader and a Valued Follower: Making Managerial Work More Meaningful",
abstract = "Organizations are skewed towards acknowledging success as coming from leaders. This over- emphasis on leadership can cast a shadow on organizational work that is not associated with leading, but with following. To make managerial work more meaningful for those doing it, it is important to acknowledge managers not just for their capacity to be leaders, but also for their capacity to be followers. Often it is poor followership, like following an unethical boss or not speaking up in case of risk that causes organizations to behave in ways that are not meaningful, but destructive, for society (see BP Gulf of Mexico incident; VW recent emission scandals; 2008 Financial Crisis, etc.). How managers deal with being in the simultaneous role of a leader and a follower remains unexplored, however. The present symposium proposes to explore this phenomenon from different viewpoints: a discursive perspective, a critical identity perspective, an OB traditional role-based one, and also from a leadership-as-practice angle.",
author = "Zahira Jaser and Johan Alvehus and Carsten, {Melissa K.} and David Collinson and Grant, {David Stephen}",
year = "2016",
month = jan,
day = "1",
doi = "10.5465/ambpp.2016.15959symposium",
language = "English",
volume = "2016",
journal = "Academy of Management Proceedings",
issn = "0065-0668",
publisher = "British Academy of Management",
number = "1",

}

RIS

TY - JOUR

T1 - Manager as a Valued Leader and a Valued Follower

T2 - Making Managerial Work More Meaningful

AU - Jaser, Zahira

AU - Alvehus, Johan

AU - Carsten, Melissa K.

AU - Collinson, David

AU - Grant, David Stephen

PY - 2016/1/1

Y1 - 2016/1/1

N2 - Organizations are skewed towards acknowledging success as coming from leaders. This over- emphasis on leadership can cast a shadow on organizational work that is not associated with leading, but with following. To make managerial work more meaningful for those doing it, it is important to acknowledge managers not just for their capacity to be leaders, but also for their capacity to be followers. Often it is poor followership, like following an unethical boss or not speaking up in case of risk that causes organizations to behave in ways that are not meaningful, but destructive, for society (see BP Gulf of Mexico incident; VW recent emission scandals; 2008 Financial Crisis, etc.). How managers deal with being in the simultaneous role of a leader and a follower remains unexplored, however. The present symposium proposes to explore this phenomenon from different viewpoints: a discursive perspective, a critical identity perspective, an OB traditional role-based one, and also from a leadership-as-practice angle.

AB - Organizations are skewed towards acknowledging success as coming from leaders. This over- emphasis on leadership can cast a shadow on organizational work that is not associated with leading, but with following. To make managerial work more meaningful for those doing it, it is important to acknowledge managers not just for their capacity to be leaders, but also for their capacity to be followers. Often it is poor followership, like following an unethical boss or not speaking up in case of risk that causes organizations to behave in ways that are not meaningful, but destructive, for society (see BP Gulf of Mexico incident; VW recent emission scandals; 2008 Financial Crisis, etc.). How managers deal with being in the simultaneous role of a leader and a follower remains unexplored, however. The present symposium proposes to explore this phenomenon from different viewpoints: a discursive perspective, a critical identity perspective, an OB traditional role-based one, and also from a leadership-as-practice angle.

U2 - 10.5465/ambpp.2016.15959symposium

DO - 10.5465/ambpp.2016.15959symposium

M3 - Journal article

VL - 2016

JO - Academy of Management Proceedings

JF - Academy of Management Proceedings

SN - 0065-0668

IS - 1

ER -