Leadership: Alignment or misfit?
|Speaker:||Mats Alvesson, Lund University|
|Date:||Tuesday 28 June 2011|
|Time:||15:00 - 16:15|
|Location:||Streatham Court B|
The paper argues that a key aspect of leadership is how so-called leaders and followers converge or diverge in their views and understandings of their relationship. It is pointed out that strong divergence or misfits may be common yet missed by the researcher who takes only one party’s view of leadership into account. A case is made for the consideration of leaders’ as well as followers’ views and for being open to variations in these, both in terms of the characteristics of the (possible) leadership taken place and how this is assessed. The paper identifies and illustrates four typical forms of shared/diverse meanings regarding leadership: high-alignment leadership (shared meanings and assessments), value-misfit (diverse assessment), construction misfit (different views of what goes on) and multiple breakdowns (high level of confusion of what goes on and how to assess it).