Abstract
Consistent with views that see leadership emerging from social practices rather than from the external mind, this paper contributes to an emerging movement in leadership studies known as ‘leadership-as-practice’ (L-A-P).
This movement looks for leadership in its music and activity rather than in the traits and heroics of individual actors. The article distinguishes L-A-P from the individualistic approach by explaining its intersection with its dualistic counterpart, theory; with the agency–structure problem; and with relationality and meaning in organizations. It calls for a modification in classic approaches to research methodology and to leadership development.
L-A-P is advised to consider its natural affinity with democratic participation through leaderful practices that systematically privilege the co-creation of social organization.
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