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Kangas H. Spanning leader–subordinate relationships through negative interactions: An examination of leader–member exchange breaches. LEADERSHIP 2020. [DOI: 10.1177/1742715020952676] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
The study aims to discover the dynamic and processual nature of a supervisory relationship (here a leader–member exchange) through a novel, theoretical concept termed leader–member exchange breach, and by examining the characteristics of negative exchange interactions within the leader–member exchange relationship. The notion of the leader–member exchange breach is empirically defined through data on 336 responses to open-ended questions on negative interactions between leaders and subordinates, analyzed through qualitative analysis methods. The results of the study raise questions about the complexity of leader–member exchange relationships and show that breaches of the leader–member exchange relationship might lead to a reassessment of the dyadic relationship between leaders and their subordinates, spanning or even breaking the exchange relationships. This study extends current knowledge on leader–member exchange relationships by providing a viewpoint on the leader–member exchange breach that helps explain the processual and dynamic nature of those relationships through interpersonal interactions and exchanges.
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Gatrell CJ. Monstrous motherhood versus magical maternity? An exploration of conflicting attitudes to maternity within health discourses and organizational settings. EQUALITY, DIVERSITY AND INCLUSION: AN INTERNATIONAL JOURNAL 2014. [DOI: 10.1108/edi-07-2012-0056] [Citation(s) in RCA: 15] [Impact Index Per Article: 1.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
– The purpose of this paper is to compare public health discourses on the importance of motherhood with organizational attitudes towards childbearing. It shows how pregnancy and the nurturing of infant children are valorized within public health discourses, which treat pregnancy and new maternity as a miraculous “project”, encouraging mothers to position maternity as central to their lives. By contrast, the paper shows how employers treat pregnancy and new motherhood as inconvenient and messy: as monstrous, at work.
Design/methodology/approach
– The paper draws upon a database of qualitative netnographic (or internet-based) research. It analyses netnographic interactions between pregnant and newly maternal women. These virtual data are afforded the same validity as face-to-face research.
Findings
– The paper demonstrates how maternal responsibilities for nurturing pregnancy and infant children, and the bio-medical properties of the maternal body, are central to public health discourses. By contrast, the maternal body is treated within organizations as alien, or monstrous.
Originality/value
– The paper compares and contrasts public health valorizations of motherhood, with organizational tendencies to treat pregnancy/newly maternal bodies as monstrous. It highlights dichotomies faced by employed mothers. A continuing chasm between the social organization of maternity, and the attitudes of employers towards children and maternal bodies, is identified.
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Abstract
This article builds on Fairhurst and Connaughton’s proposals for future research agendas in leadership studies by critically examining three key themes in the leadership literature: dichotomies, dialectics, and dilemmas. The first section argues that mainstream leadership research frequently relies on conceptual dichotomies which are often multiple, inter-related, and proliferating. Critiques of dichotomization are suggestive of more dialectical forms of analysis and these are discussed in the second section. Dialectical studies can surface important questions about organizational power relations, paradoxes and contradictions that are typically under-explored within mainstream leadership studies. The third section proposes an additional, future research theme for critical perspectives, namely whether and if so why, how, and with what consequences leaders may engage in discourses of denial regarding the dilemmas and tensions of organizational life. The article concludes by arguing that re-framing leadership dichotomies as multiple, intersecting dialectics can open up fresh lines of enquiry and generate important insights about the complex and situated relations of power and identity that comprise leadership and followership dynamics.
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Abstract
Based on the model of transcendent leadership, we suggest that subordinates need to display competences that mirror those of their leaders and propose transcendent followership as a framework for the responsibilities of followers in contemporary organizational environments. A transcendent follower is someone who expresses competence in terms of their management of relations with self, others and organization. Competence in the domain of self refers to being self-aware and proactive in developing individual strengths. Competence in the domain of others refers to the processes of interpersonal impact, in relation to leaders and peers. Competence in the domain of organization refers to collective maintenance and change. The article offers an integrated view of the roles and responsibilities of followers in dynamic organizational environments, presenting them as fellows rather than subordinates.
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