Leadership is realized when one or more individual successfully frames and defines the reality for others (Smircich and Morgan, 1982). Today, there is an extensive social construction of leadership literature which emphasizes leadership as a co-constructed reality (Fairhurst and Grant, 2010). Frame analysis offers an alternative lens to view leadership development, in this instance specifically with regards to transformational leadership and leading change. Gail Fairhurst’s (Fairhurst and Sarr, 1996; Fairhurst, 2011) practically orientated books on framing leadership provide a framework for analysing two practitioner orientated accounts of leadership; Leadership and Performance Beyond Expectations (Bass, 1985) and Leading Change (Kotter, 1996). In concluding, firstly leadership writers co-construct realities of transformational leadership and leading change. Secondly, there are potential practical benefits for leadership development of such intangible framing processes. Thirdly, potential leadership development framing must recognise the ethics of framing.
|Title of host publication||7th Developing Leadership Capacity Conference|
|Place of Publication||Henley Business School|
|Publisher||Developing Leadership Capacity conference|
|Number of pages||21|
|Publication status||Published - 15 Jul 2015|
|Event||7th Developing Leadership Capacity Conference - Henley Business School, 15-16 July 2015|
Duration: 15 Jul 2015 → …
|Conference||7th Developing Leadership Capacity Conference|
|Period||15/07/15 → …|
Hughes, M. (2015). How did Bernard Bass and John Kotter frame transformational leadership and leading change? In 7th Developing Leadership Capacity Conference (pp. 1-21). Developing Leadership Capacity conference.