Evaluating the inclusion of leadership and organizational change as a sub-field within leadership studies

Mark Hughes

Evaluating the inclusion of leadership and organizational change as a sub-field within leadership studies

Mark Hughes

University of Brighton

Research output: Chapter in Book/Conference proceeding with ISSN or ISBN › Conference contribution with ISSN or ISBN › peer-review

Abstract

A bounded sub-field of leadership and organizational change informed by both leadership studies and organizational change studies is not evident within leadership studies. If we think in terms of a bridge between these two fields of study four metaphors may be applied ‘effective bridge’, ‘no bridge’, ‘broken bridge’ and ‘multiple pathways bridge’. In drawing conclusions about conceptualizing leadership and organizational change, firstly working at the intersection between fields of study is potentially fruitful. Secondly, preferred bridge metaphors determine how leadership and organizational change is understood. Thirdly, leadership and organizational change’s inclusion within leadership studies depends upon the metaphor.

Original language	English
Title of host publication	29th Annual British Academy of Management Conference
Place of Publication	Portsmouth Business School
Publisher	British Academy of Management
Pages	1-24
Number of pages	24
Publication status	Published - 8 Sept 2015
Event	29th Annual British Academy of Management Conference - Portsmouth Business School, 8-10 June 2015 Duration: 8 Sept 2015 → …

Conference

Conference	29th Annual British Academy of Management Conference
Period	8/09/15 → …

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abstract = "A bounded sub-field of leadership and organizational change informed by both leadership studies and organizational change studies is not evident within leadership studies. If we think in terms of a bridge between these two fields of study four metaphors may be applied {\textquoteleft}effective bridge{\textquoteright}, {\textquoteleft}no bridge{\textquoteright}, {\textquoteleft}broken bridge{\textquoteright} and {\textquoteleft}multiple pathways bridge{\textquoteright}. In drawing conclusions about conceptualizing leadership and organizational change, firstly working at the intersection between fields of study is potentially fruitful. Secondly, preferred bridge metaphors determine how leadership and organizational change is understood. Thirdly, leadership and organizational change{\textquoteright}s inclusion within leadership studies depends upon the metaphor.",

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Evaluating the inclusion of leadership and organizational change as a sub-field within leadership studies. / Hughes, Mark.
29th Annual British Academy of Management Conference. Portsmouth Business School: British Academy of Management, 2015. p. 1-24.

Research output: Chapter in Book/Conference proceeding with ISSN or ISBN › Conference contribution with ISSN or ISBN › peer-review

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Evaluating the inclusion of leadership and organizational change as a sub-field within leadership studies

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