This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Citation Map Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via Google Scholar Citing Articles via Scopus Google Scholar Articles by Clarke, M. Search for Related Content Social Bookmarking                   What's this?

A Study of the Role of ‘Representative’ Leadership in Stimulating Organization Democracy

Cranfield School of Management, UK

There has been a growing concern among commentators about the disconnection between the apparent increase in the plurality of society, and the relatively limited facets of democracy practised in the corporate work place. Specifically, models of distributed leadership appear at odds with the dominant bureaucratic and unitary model of organizing. In addressing the problem, this article offers a model of Representative Leadership (RL) derived from a political institutional discourse and suggests that in settings of contested plurality, the representation of different organizational constituencies, by a wide range of individuals is central to effective organizing. This model of leadership is explored in the context of data derived from 31 senior managers in five different commercial organizations. Observations are provided about the causal relationships between organization context, managerial cognitions of plurality, personal interest, authority and politics. The potential for RL behaviour to inform future discourse on democratic governance is considered.

Key Words: democracy • institutional leadership • politics • work identity

CiteULike    Connotea    Del.icio.us    Digg    Reddit    Technorati    What's this?