Conceptualizing leadership with respect to its historical-contextual antecedents to powerThe Leadership Quarterly (2002)
An attempt is made here to build on the ideas and arguments presented in a recent Leadership Quarterly journal article written by Hunt and Dodge [Leadership Q. Yearly Overview Leadership 11 (2000) 435]. In their article, these authors argue that contemporary leadership researchers tend to neglect the historical–contextual antecedents of the field and as a result are developing many theories that reflect little more than a form of “academic amnesia” and “leadership déjà vu”. The importance of Hunt and Dodge's argument is reinforced through the use here of a form of deconstruction to reveal a lacuna in the leadership literature—the insufficient coverage of power, particularly at what is termed a deep structure level. With the current context of organizational change in mind, this lacuna is shown to have problematic consequences for leadership theory in general. More specifically, the increasing use of dispersed leadership strategies is shown to be particularly problematic. The article proposes a new conceptual framework that begins to address these problems and in so doing provides ideas and challenges for future research in the field. © 2002 Elsevier
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Publication DateApril 1, 2002
Citation InformationGordon, R.D. (2002). Contextualising leadership with respect to its historical-contextual antecedents to power. The Leadership Quarterly, 13(2), 157-167.