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Relational Perspectives on Leading - download pdf or read online

By Mette Vinther Larsen, J. Rasmussen

ISBN-10: 1137509414

ISBN-13: 9781137509413

ISBN-10: 1349701866

ISBN-13: 9781349701865

Relational views on major discusses management from a relational and social constructionism viewpoint as practiced on a regular foundation among humans. The publication pursues a quick transforming into, practice-based strategy - really in the Anglo-Saxon components of the realm - to association reports and organizational phenomena.

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Sample text

It is believed that motivated employees function better than forced or controlled employees. As earlier noted, the modern discourse project was, in itself, motivated by an urge to put an end to such feelings of alienation, monotony and accompanying mental exhaustion, which are the results of repetitive work requiring no professional or personal qualifications. This shifts the balance between control and autonomy. The leader is no longer a detailed controller of the group’s work. The employees or autonomous teams gain more influence over work planning and emerge as willing, acting subjects.

This makes the leader the person who – by utilising the broader perspective of which he is the privileged bearer – sets the course, creates the vision and awakens the motivation and interest that (hopefully) induce employees to work towards a shared goal. In organisations with distributed leadership this described discursive focus on meaning making and meaning coordination becomes even more relevant. Shared needs for coordination and cooperation will naturally increase when leadership layers become fewer and more responsibility including greater potential independence in task management is delegated to employees.

Therefore, they are only addressed emotionally, without words (Willert 2007b). These considerations naturally lead us to the fifth and final relational field of the model. The fifth relational field: The self, according to the model, is understood as a relational field. In this we draw inspiration from George Herbert Mead (1974), who views the human self as an ongoing conversation between two agents named ‘the I’ and ‘the Me’ respectively. ‘The I’ represents a person-as-goal-directed-actor directly linked to the environment (first-order agency), while ‘the Me’ is the observing and evaluating agent striving to bring the I in line with socially derived norms (second-order agency).

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Relational Perspectives on Leading by Mette Vinther Larsen, J. Rasmussen


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