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Leadership cultures and discursive hybridisation: On the cultural production of leadership in higher education reforms
Mälardalen University.
KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Organization and management.
KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Organization and management.
KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Organization and management.ORCID iD: 0000-0002-5479-2563
2015 (English)In: International Journal of Public Leadership, ISSN 2056-4929, Vol. 11, no 3/4, 147-165 p.Article in journal (Refereed) Published
Abstract [en]

Purpose

The purpose of this paper is to explore the concept of leadership culture and analyse how leadership cultures are produced in higher education reforms, in a hybridised discursive context of traditional academic values and emerging managerialism and leaderism.

Design/methodology/approach

Building on a perspective on leadership as a cultural phenomenon emerging in processes in which societal, sectorial and professional discursive resources are invoked, this study adds to earlier studies on how notions of leadership are involved in the transformation of higher education organisations. To this end, the method combines a traditional qualitative study of change initiatives over a long period of time with participative observation. Focusing on two vignettes, the analysis centres on how several discursive resources are drawn upon in daily interaction.

Findings

The emergence of hybrid leadership cultures in which several discursive resources are drawn upon in daily interaction is illustrated. This paper emphasises how hybrid cultures develop through confirmation, re-formulation and rejection of discursive influences.

Research limitations/implications

An extended empirical material would enable further understanding of what cultural constructions of leadership that become confirmed, re-formulated or rejected. International comparisons would also enrich the analysis.

Practical implications

This paper may influence leadership, leadership development and change initiatives in higher education organization.

Originality/value

The perspective proposed builds on recent developments in leadership studies and expands the means for focusing on social processes rather than individuals.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2015. Vol. 11, no 3/4, 147-165 p.
Keyword [en]
Leadership culture, Hybridization, Higher education organizations
National Category
Business Administration
Identifiers
URN: urn:nbn:se:kth:diva-176098DOI: 10.1108/IJPL-08-2015-0019OAI: oai:DiVA.org:kth-176098DiVA: diva2:866105
Note

QC 20160214

Available from: 2015-10-30 Created: 2015-10-30 Last updated: 2016-02-14Bibliographically approved

Open Access in DiVA

No full text

Other links

Publisher's full texthttp://www.emeraldinsight.com/doi/abs/10.1108/IJPL-08-2015-0019

Authority records BETA

Packendorff, Johann

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