Performing leadership: towards a new research agenda in leadership studies?

Article

Peck, E., Freeman, T., Six, P. and Dickinson, H. 2009. Performing leadership: towards a new research agenda in leadership studies? Leadership. 5 (1), pp. 25-40. https://doi.org/10.1177/1742715008098308
TypeArticle
TitlePerforming leadership: towards a new research agenda in leadership studies?
AuthorsPeck, E., Freeman, T., Six, P. and Dickinson, H.
Abstract

The notion that leadership involves performance is not new, but there has been little detailed exploration of the implications of theories of performance for contemporary leadership practice. This article differentiates between leadership `is' performance and leadership `as 'performance as one means of investigating contemporary leadership. We suggest that this distinction allows for more sustainable accounts of the relationships between leaders, followers and the institutional settings within which they are generated and, consequently, the spaces in which there is potential for change to occur. The article argues that such insights may be made by combining ideas derived from writers on performance studies and performativity with new-institutionalist theory, the latter emphasising the crucial role of context in shaping the behaviour of leaders, so that their agency is always situated in specific settings.

Research GroupDiversity and Gender group
PublisherSage
JournalLeadership
ISSN1742-7150
Publication dates
PrintFeb 2009
Publication process dates
Deposited16 Oct 2013
Output statusPublished
Digital Object Identifier (DOI)https://doi.org/10.1177/1742715008098308
LanguageEnglish
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