Critical Perspectives on Leadership The Language of Corporate Power Routledge Studies in Leadership Research Series

Within contemporary culture, ?leadership? is seen in ways that appeal to celebrated societal values and norms. As a result, it is becoming difficult to use the language of leadership without at the same time assuming its essentially positive, intrinsically affirmative nature. Within organizations, routinely referring to bosses as ?leaders? has, therefore, become both a symptom and a cause of a deep, largely unexamined new conceptual architecture. This architecture underpins how we think about authority and power at work. Capitalism, and its turbo-charged offspring neo-liberalism, have effectively captured ?leader? and ?leadership? to serve their own purposes. In other words, organizational leadership today is so often a particular kind of insidious conservativism dressed up in radical adjectives.

This book makes visible the work that the language of leadership does in perpetuating fictions that are useful for bosses of work organizations. We do this so that we ? and anyone who shares similar discomforts ? can make a start in unravelling the fiction. We contend that even if our views are contrary to the vast and powerful leadership industry, our basic arguments rest on things that are plain and evident for all to see.

Critical Perspectives on Leadership: The Language of Corporate Power will be key reading for students, academics and practitioners in the disciplines of Leadership, Organizational Studies, Critical Management Studies, Sociology and the related disciplines.

List of IllustrationsAcknowledgmentsPreface

1. Introducing the Language of Leadership

Part I: Against ‘Leadership’

2. Using the Language of Leadership
3. Measuring the Language of Leadership
4. Polishing Our Chains
5. Building Santa’s Workshop

Part II: ‘Leadership’ as Rhetoric

6. Labels Matter
7. Performing Leadership

Part III: The Seductions of ‘Leadership’

8. The Attractions of Being (Called) a ‘Leader’
9. A Boost to the Executive Ego

Part IV: Resistance

10. What is to be Done?
11. Concluding Thoughts: Leadership as a Fig Leaf?
12. Further Reading

References
Index

Mark Learmonth is Professor of Organization Studies at Durham University, UK. He researches the personal consequences of work.

Kevin Morrell is an Associate Dean at Durham University, UK. He researches how organizations and individuals contribute to the public good.