Journal articles: 'Symbolic leadership'

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Paul, Jim. "A Symbolic Interactionist Perspective on Leadership." Journal of Leadership Studies 3, no. 2 (April 1996): 82–93. http://dx.doi.org/10.1177/107179199600300207.

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Portis, E. B. "Charismatic Leadership and Cultural Democracy." Review of Politics 49, no. 2 (1987): 231–50. http://dx.doi.org/10.1017/s0034670500033805.

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If democracy in the sense of popular rule is to have a significant degree of realization in the modern world, it will have to mean popular control of cultural meaning and cultural change rather than public policy. While the impact of cultural values on public policy is problematic, there is more at stake in political struggle than specific policies. In fact, the most important personal consequences of politics are thoroughly symbolic, and the symbolic rewards of “cultural democracy” are likely to be more meaningful than the tangible rewards of distributive policies. Although popular control of these meaningful symbolic rewards is possible, such control could occur only through the mediation of charismatic leaders.

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Slater, Robert O. "Symbolic Educational Leadership and Democracy in America." Educational Administration Quarterly 30, no. 1 (February 1994): 97–101. http://dx.doi.org/10.1177/0013161x94030001007.

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Lahtero, Tapio Juhani, and Mika Risku. "Symbolic leadership and leadership culture in one unified comprehensive school in Finland." School Leadership & Management 32, no. 5 (November 2012): 523–35. http://dx.doi.org/10.1080/13632434.2012.724669.

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Lord, Robert G., and Sara J. Shondrick. "Leadership and knowledge: Symbolic, connectionist, and embodied perspectives." Leadership Quarterly 22, no. 1 (February 2011): 207–22. http://dx.doi.org/10.1016/j.leaqua.2010.12.016.

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McGaughey, Judith L. "Symbolic leadership: Redefining relations with the host organization." New Directions for Adult and Continuing Education 1994, no. 56 (1992): 39–50. http://dx.doi.org/10.1002/ace.36719945606.

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Linder, Christian. "Expatriates’ willingness to adjust their symbolic leadership abroad. An analysis of how culture affects expatriates’ use of symbolic interaction." Journal of Global Mobility 3, no. 3 (September 14, 2015): 244–72. http://dx.doi.org/10.1108/jgm-05-2014-0013.

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Purpose – The purpose of this paper is to analyze the relation between perceived cultural distances and the willingness to adjust symbolic leadership by expatriates. Further, it is asked whether this adjustment has the potential to increase their acceptance as leader by the foreign workforce. Design/methodology/approach – The research derives testable propositions from symbolic leadership theory and the theory about cultural distance and transfers them into a structural equation model in order to identify the impact of cultural distance on expatriates’ adjustment effort. Therefore, an empirical investigation among German expatriates in the Philippines was conducted. Findings – The study contributes to the understanding of symbolic leadership in several unique ways. It is found that there is a relationship between perceived cultural distance and a willingness for symbolic leadership behavior in order to reduce social sanctions caused by unappropriated symbolism. The study shows that willingness to adopt foreign symbols does not lead to an increased acceptance. Originality/value – This research implies that the willingness alone is not sufficient if the appropriate cultural knowledge and required skills do not exist. Thus, this study points to the importance of expatriates’ cultural knowledge for the success of foreign assignments.

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McGowan, Emer, Cathal Walsh, and Emma Stokes. "Clinical physiotherapists’ experiences of leadership in physiotherapy in Ireland." BMJ Leader 1, no. 4 (November 4, 2017): 57–63. http://dx.doi.org/10.1136/leader-2017-000025.

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BackgroundPrevious studies indicated that physiotherapy managers and clinical specialists perceive themselves to be most effective at demonstrating leadership capabilities associated with the human resource and structural frames.AimTo investigate physiotherapists’ perceptions of the leadership capabilities of physiotherapy management in their workplace.MethodsA quantitative study was performed using a paper-based survey with a purposive sample of physiotherapists. The survey asked participants to rate 24 leadership capabilities on two questions: ‘How important are these capabilities for physiotherapy management to demonstrate?’ and ‘How effective is physiotherapy management in your workplace at demonstrating these capabilities?’ The leadership capabilities were derived from the leadership framework of Bolman and Deal.ResultsThe response rate was 55% (n=303). The Friedman test indicated that there was a significant difference in the ratings of importance of the leadership capabilities across the frames (X2(3)=9.362, P=0.025). Post-hoc analysis demonstrated that the symbolic leadership capabilities were rated more highly for importance than the structural leadership capabilities (Z=−2.640, P=0.008). There was also a significant difference in the ratings of effectiveness on the leadership capabilities across the frames (X2(3)=78.022, P<0.001). Physiotherapy management were rated as most effective at demonstrating structural and political frame capabilities and least effective on symbolic frame capabilities.ConclusionsThere is a discrepancy between the leadership capabilities that physiotherapists perceive physiotherapy management to be most effective at demonstrating and the leadership capabilities they perceive to be most important. Physiotherapy management may benefit from specific leadership programmes to develop their leadership capabilities in the symbolic frame.

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Picard, Hélène, and Gazi Islam. "‘Free to Do What I Want’? Exploring the ambivalent effects of liberating leadership." Organization Studies 41, no. 3 (January 25, 2019): 393–414. http://dx.doi.org/10.1177/0170840618814554.

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This study examines the phenomenon of ‘liberating leadership’, an emerging trend promising self-mastery and collective unity, resonating with the literature on post-heroic leadership. We evaluate the claims of liberating leadership from a psychodynamic perspective, using a Lacanian approach. We examine how post-heroic forms of leadership reconfigure symbolic and imaginary aspects of follower identification, with ambivalent effects. Drawing empirically on the case of a Belgian banking department, we trace how a ‘liberating’ leader was able to garner intense psychological attachment among followers, accompanied by the ‘dark sides’ of personal exhaustion and breakdown, normative pressure to be overly happy, and the scapegoating of contrarian managers representing symbolic prohibition.

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Michael V. Angrosino. "Symbolic Leadership: An Interactive Analysis of Caribbean Political Autobiographies." Biography 15, no. 3 (1992): 261–85. http://dx.doi.org/10.1353/bio.2010.0406.

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Masiki, Trent. "Academic Visual Identity (AVI): an act of symbolic leadership." Journal of Marketing for Higher Education 21, no. 1 (June 2011): 85–105. http://dx.doi.org/10.1080/08841241.2011.569591.

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Gregg, Gary L. "Crisis Leadership: The Symbolic Transformation of the Bush Presidency." Perspectives on Political Science 32, no. 3 (January 2003): 143–48. http://dx.doi.org/10.1080/10457090309604844.

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Barlosky, Martin. "SYMBOLIC LEADERSHIP AND INSTITUTIONAL CHANGE IN ONTARIO'S COMMUNITY COLLEGES." Community College Journal of Research and Practice 19, no. 5 (September 1995): 395–410. http://dx.doi.org/10.1080/1066892950190503.

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Griffin, Ricky W., Kristen Dahlen Skivington, and Gregory Moorhead. "Symbolic and International Perspectives on Leadership: An Integrative Framework." Human Relations 40, no. 4 (April 1987): 199–218. http://dx.doi.org/10.1177/001872678704000402.

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Nepstad, Sharon, and Clifford Bob. "When Do Leaders Matter? Hypotheses on Leadership Dynamics in Social Movements." Mobilization: An International Quarterly 11, no. 1 (February 1, 2006): 1–22. http://dx.doi.org/10.17813/maiq.11.1.013313600164m727.

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Leaders are central to social movements, yet scholars have devoted relatively little attention to understanding the concept of leadership or its effects on movements. In this article, we explore leadership's influence on movement dynamics by examining Nigeria's Movement for the Survival of the Ogoni People (MOSOP), the Catholic Left-inspired Plowshares movement, the Zapatista uprising in Chiapas, Mexico, and the liberation movement in El Salvador. Building on Bourdieu, Putnam, and the existing literature on social movement leadership, we argue that these movements' leaders possessed "leadership capital" having cultural, social, and symbolic components. We then turn our attention to the conditions under which leadership capital affects three key processes in movement development: mobilization of aggrieved parties, activation of third-party supporters, and responses to repression. We conclude by calling for more comprehensive, systematic, and comparative investigation of factors influencing leadership in domestic and transnational movements.

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Cairns-Lee, Heather. "Images of Leadership Development From the Inside Out." Advances in Developing Human Resources 17, no. 3 (June 4, 2015): 321–36. http://dx.doi.org/10.1177/1523422315587897.

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The Problem With the codification of leadership into frameworks, models, and theories that can be taught, leadership, an art that is essentially subjective, symbolic, and context-specific, is “translated into” an objective, pragmatic, and universal domain. Development can be elusive when approached from this universal perspective if external models distract leaders from exploring their own views and practices of leadership. The Solution This article explores the subjective and symbolic reality of those in leadership roles to discover what leaders can learn about their leadership and its development from awareness of their own mental models. These models are illuminated by an exploration of leaders’ naturally occurring metaphors and implicit leadership theories (ILTs) using clean language to acknowledge experience exactly as described while minimizing external influence or interpretation. The Stakeholders Leadership development practitioners can benefit from the innovative personalized approach to surfacing and exploring leaders’ own metaphors facilitated by clean language, offered in this article. Examples are given of the range of leadership metaphors surfaced with this method. Researchers can appreciate a novel approach to qualitative research interviewing and identify future research in surfacing ILTs through naturally occurring metaphor facilitated by clean language.

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Jefferies, Shanae S. "Adaptive Leadership in a Socially Revolving World: A Symbolic Interactionist Lens of Adaptive Leadership Theory." Performance Improvement 56, no. 9 (October 2017): 46–50. http://dx.doi.org/10.1002/pfi.21741.

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Juhani Lahtero, Tapio, and Mika Risku. "Symbolic leadership culture and its subcultures in one unified comprehensive school in Finland." International Journal of Educational Management 28, no. 5 (June 3, 2014): 560–77. http://dx.doi.org/10.1108/ijem-03-2013-0036.

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Purpose – The purpose of this paper is to describe a symbolic-interpretative research on the leadership culture and its subcultures in one unified comprehensive school in Finland. Design/methodology/approach – The research is a phenomenological, qualitative case study. Its methodology is based on triangulation. Findings – The leadership culture of the unified comprehensive school studied in the present research seemed to be based on equality, communality, appreciation, flow of information and humor. Besides examining the general leadership culture of the school, an attempt was made to study the possible subcultures of the school by examining the six subject groups into which the teachers were divided in the school on the basis of the teachers’ education and tasks. These subject groups formed the subgroups of the research. If a subgroup's interpretation of the leadership culture of the school differed significantly from those of the other subgroups, the subgroup was considered to have a subculture of its own. Only one such subculture was found, that of the mathematic teachers. It, too, although being clearly a subculture of its own, included several common features with the main leadership culture of the unified comprehensive school. Originality/value – The study is the first one in Finnish schools where leadership culture is conceived as a constantly reforming outcome of the meaning and interpretation processes which form themselves through the social structures of the school in connection to the leadership actions at the school.

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Farrell, Maureen. "Health care leadership in an age of change." Australian Health Review 26, no. 1 (2003): 153. http://dx.doi.org/10.1071/ah030153.

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This study examined the leadership practices of a sample of network and hospital administrators in metropolitan Victoria, Australia. It was undertaken in the mid-1990s when the State Liberal-National (Coalition) Government in Victoria established Melbourne's metropolitan health care networks. I argue that leadership,and the process of leading, contributes significantly to the success of the hospital in a time of turmoil and change.The sample was taken from the seven health care networks and consisted of 15 network and hospital administrators. Bolman and Deal's frames of leadership - structural, human resource, political and symbolic - were used as a framework to categorize the leadership practices of the administrators. The findings suggest a preference for the structural frame - an anticipated result, since the hospital environment is more conducive to a style of leadership that emphasizes rationality and objectivity. The human resource frame was the second preferred frame,followed by the political and symbolic. These findings suggest that network and hospital administrators focus more on intellectual than spiritual development, and perhaps this tendency needs to be addressed when educating present and future hospital leaders.

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Eriksson, Rikard, and Pål Ellingsen. "Symbolic rationality in the public sector." Journal of Organizational Change Management 33, no. 5 (June 23, 2020): 979–91. http://dx.doi.org/10.1108/jocm-09-2019-0292.

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PurposeThe aim of this article is to describe work relations between leaders and counsellors in the Norwegian Labour and Welfare Administration (NAV). The study focuses on communication, control, work ethos, worldview and digital production management (DPM).Design/methodology/approachThis article is based on two empirical studies from the same research project at the NAV in the south of Norway called “Leadership and client orientation in NAV”. The research design led to a qualitative interview method being used to collect and analyse the opinions and experiences of the interviewees (Merriam, 2009).FindingsThe study found that (a) leaders use DPM to control employees, (b) communicative and regulative aspects of working in NAV, (c) contradictory simultaneous work demands on leaders and counsellors and (d) the symbolic rationality of work in NAV. The aspects (a) to (d) show a specific worldview in NAV. The study also found aspects of work ethos in NAV, such as a strong will to help and do well for the user and at the same time meet NAV's financial and administrative requirements (Lundquist, 1998; Byrkjeflot, 2008). It is fruitful to describe this situation using the concept of symbolic rationality.Originality/valueThrough symbolic rationality, the study has identified the possibility for further research on the hybrid professionalism of leadership and counsellorship, at three levels in the ambidextrous public sector. The first is the epistemological level, where the concept sets limits on how a social situation such as NAV can be spoken about and understood. A second level is the theoretical level, where categories and logics can be formed and that are seen as being applicable to work in NAV. The third and final level is the practical level, where the concept of symbolic rationality and the meanings connected with it shape leaders' and counsellors' professional practice in the public sector.

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Volkhonsky, Mikhail Alekseevich, and Akhmet Aminovich Yarlykapov. "Symbolic Politics of Georgia and Azerbaijan in Russia: Two Research Cases." Vestnik RUDN. International Relations 20, no. 3 (December 15, 2020): 605–18. http://dx.doi.org/10.22363/2313-0660-2020-20-3-605-618.

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One of the most actively discussed topics in modern political science is symbolic politics. This topic looks especially relevant in relation to the former Soviet republics, which are actively operating within the framework of the symbolic component of politics. Based on an interdisciplinary approach to the study of symbolic politics, the article analyzes two cases related to the symbolic politics of the two republics of the post-Soviet space - Georgia and Azerbaijan, respectively. The first case refers to an attempt by the leadership of the Georgian Orthodox Church to obtain permission from the Russian Orthodox Church and the Russian authorities to transfer the ashes of Georgian kings Vakhtang VI and Teymuraz II from Astrakhan to Tbilisi. The second case studies the circumstances of the construction of a monument in Dagestan near Agachaul to Turkish soldiers who died here in 1918 during the Civil war. The two cases presented in the article are interesting primarily because they allow us to see the methods of symbolic politics using concrete examples. In both cases, the actors were not state structures, but religious, social, and scientific organizations. The main method of the actors was to organize a commemorative campaign, around which an information campaign was then built, with the aim of replicating a certain interpretation of historical events. At the same time, cases differ from each other in the degree of openness and scale of actions of actors. In the first case regarding the transfer of the ashes of Georgian tsars, the Georgian side directly addressed both the leadership of the Russian Orthodox Church and the leadership of Russia. At the same time, the actions undertaken by the Georgian side were not successful. In the second case, the Azerbaijani side actively used the local commemorative campaign, initiated by local communities in Dagestan, to launch an appropriate wide information campaign. A comparison of cases leads to the conclusion that the success of a symbolic policy does not depend on the scale of the actions taken.

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Axelsson, Kullen-Engstrom, and Edgren. "Management vs symbolic leadership and hospitals in transition-a Swedish example." Journal of Nursing Management 8, no. 3 (June 2000): 167–73. http://dx.doi.org/10.1046/j.1365-2834.2000.00168.x.

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Barnard, Mathew. "Leadership in non-white majority schools: the symbolic negation of distance." British Journal of Sociology of Education 41, no. 7 (August 3, 2020): 958–74. http://dx.doi.org/10.1080/01425692.2020.1799753.

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Pappas, Takis S. "Political Leadership and the Emergence of Radical Mass Movements in Democracy." Comparative Political Studies 41, no. 8 (February 13, 2008): 1117–40. http://dx.doi.org/10.1177/0010414007302344.

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The perception of liberal democracy as a solidly institutionalized system in which opposition forces moderately compete with legitimate authority is so fixed that people are often surprised when mass radicalism emerges. Why, when, and how do radical mass movements emerge in pluralist (or semipluralist) political systems? The article, by linking radical action at the mass level with strategic choices at the elite level, argues in favor of an explanation based on symbolic framing processes. Radical mass action is best explained by the symbolic-cum-strategic action of individual political entrepreneurs employing specific frames to mobilize large masses of people. The argument is empirically clarified by the examination of three cases in which mass radicalism occurred in recent decades (Greece, Yugoslavia, Venezuela) and is then counterfactually tested in six cases of nonoccurrence (Spain, Portugal, Bulgaria, Romania, Colombia, Ecuador). The present analysis also points to a novel theorization of political charisma and charismatic leadership.

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Grunig, Larissa A. "Image and Symbolic Leadership: Using Focus Group Research to Bridge the Gaps." Journal of Public Relations Research 5, no. 2 (April 1993): 95–125. http://dx.doi.org/10.1207/s1532754xjprr0502_04.

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Ariantini, Nisa, and Novi Rosita Rahmawati. "Students leadership development through Tangkap Lokam game." Psychology, Evaluation, and Technology in Educational Research 2, no. 1 (November 20, 2019): 63. http://dx.doi.org/10.33292/petier.v2i1.33.

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Games, such as the traditional ones, might be benefitted as an alternative media for the delivery of Guidance and Counseling service. With regards to the statement, one of the peculiar games in Indonesia is Tangkap Lokam. Through the conduct of the study, the elements of leadership will be described through the conduct of the Tangkap Lokam games. Then, within the conduct of the study, the qualitative approach using the symbolic interactionism method had been implemented and the study itself took place in the 5th State Junior High School Tarakan. The results of the study show that the construction within the Tangkap Lokam game has implications that might improve the leadership of the students.

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Araujo, Bruno Novaes, and Claudio Luis de Camargo Penteado. "Aesthetic representations of political leadership in cinema - Lincoln (2012) and Getúlio (2014)." Intexto, no. 47 (August 6, 2019): 54–74. http://dx.doi.org/10.19132/1807-8583201947.54-74.

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This article aims to analyze the films Lincoln (2012) and Getúlio (2014), verifying through the cinematographic language the aesthetic representations of these emblematic political leaderships. The documentary and entertainment films historically carried symbolic forms aimed at building a discourse favorable to certain ideologies and/or political leaderships. Soon, this work will analyze the selected films that convey the images of these two political icons, Getúlio Vargas and Abraham Lincoln, each one in his time and place of action, trying to identify in the symbolic forms in them how they are represented and which frameworks are mobilized by the directors in order to generate on the spectators subjectivities about these political people. In order to carry out this work, a bibliographical analysis of the theoreticians pertinent to the theme will be carried out, as well as a filmic analysis of the previously chosen entertainment films, using as methodological reference for both the film analysis proposed by Manuela Penafria (2009) and Depth Hermeneutics , used by John Thompson (2012) in Ideologia e Cultura moderna.

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Schneider, Andreas, and Tobias Schröder. "Ideal Types of Leadership as Patterns of Affective Meaning." Social Psychology Quarterly 75, no. 3 (July 5, 2012): 268–87. http://dx.doi.org/10.1177/0190272512446755.

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We propose that macro-level ideal types of leadership, as described in the classic work of Max Weber and reflected in the contemporary management literature, are mirrored in micro-level affective meanings. Within Osgood’s three-dimensional affective space, we identify specific patterns corresponding to leadership styles: people evaluate authoritative/transactional leadership as positive, powerful, and neither passive nor active. Charismatic/transformational leadership is perceived as equally positive and powerful but involves a much higher degree of activity-arousal. Finally, coercive leadership is negative, powerful, and active. Based on Heise’s cybernetic symbolic-interactionist affect control theory, we compare cultural representations of business managers in the United States and Germany at different points in time. We demonstrate a shift from transactional to charismatic leadership in the U.S. manager stereotype and a contrasting consolidation of coercive leadership expectations in Germany. We discuss implications for (1) cross-cultural communication and (2) affective meaning as indicator of social change.

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Alvesson, Mats. "Leadership as Social Integrative Action. A Study of a Computer Consultancy Company." Organization Studies 13, no. 2 (April 1992): 185–209. http://dx.doi.org/10.1177/017084069201300202.

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In this paper it is suggested that leadership, at least in some types of organiza tions, can be conceptualized as social integrative action. Such action is seen as a synthesis of institutional and human relations-oriented leadership. A case study of a computer consultancy company, a professional service adhocracy, supports this argument. This paper also argues for viewing leadership as an expression of those values, virtues, norms and symbolic guidelines for understanding that are usually referred to as corporate culture or ideology. Leadership is consequently seen as subordinated to the cultural context. A less 'commander'- and micro-oriented view on managerial work (the leader as a boss, understood through focus on him/ her and the group) than those common in the literature is thus suggested.

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Torpman, Jan. "The differentiating function of modern forms of leadership." Management Decision 42, no. 7 (August 1, 2004): 892–906. http://dx.doi.org/10.1108/00251740410550952.

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According to recent developments in decision‐making theory organizational decisions are governed by organizational values and identities according to a logic of appropriateness rather than calculative and preference‐driven rationality. Similarly, leadership theory has developed from ideas about leadership as an exchange between superiors and subordinates (transactional leadership) to ideas about symbolic manipulation of organizational values and identities (transformational leadership). In this paper, it is shown how the combination of organizational and personal identities in decision‐making and leadership can cause decision‐making problems. Where individuals are encouraged as organizational members to identify with the organization, and thus, be motivated beyond a perspective of give and take, an overlap between individual and organizational identities should be expected. Also discussed how individual decision‐makers' insufficient understanding of organizational decision‐premises may lead to the faulty replacement of organizational identities with individual values and identities.

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Merlino, Rossella. "‘Con il volere di Dio’: Bernardo Provenzano and religious symbolic ritual." Modern Italy 17, no. 3 (August 2012): 365–81. http://dx.doi.org/10.1080/13532944.2011.611492.

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This article adopts an interdisciplinary approach to analyse the symbolic religious language utilised by mafia boss Bernardo Provenzano in his social interactions with the lower echelons of the Sicilian mafia. When Provenzano assumed control of Cosa Nostra in the 1990s, he inherited an organisation severely diminished by a decade of internal conflicts, violence and the arrest of numerous leaders. The article argues that religious performative behaviour and language were used by the mafia boss to establish his leadership over Cosa Nostra, reshape its internal structure, and thereby revitalise an organisation in apparent terminal decline.

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Fitriani, Mohamad Iwan. "Systemic and Systematic Steps of Leadership on Transforming Symbolic into Substantive Characteristic of Madrasah." Jurnal Pendidikan Islam 3, no. 1 (June 22, 2017): 1. http://dx.doi.org/10.15575/jpi.v3i1.1203.

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Dupuis, Johann, and Remi Schweizer. "Climate pushers or symbolic leaders? The limits to corporate climate leadership by food retailers." Environmental Politics 28, no. 1 (November 21, 2018): 64–86. http://dx.doi.org/10.1080/09644016.2019.1521947.

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Homans, Peter. "We (Not So) Happy Few: Symbolic Loss and Mourning in Freud's Psychoanalytic Movement and the History of Psychoanalysis." Psychoanalysis and History 1, no. 1 (January 1999): 69–86. http://dx.doi.org/10.3366/pah.1999.1.1.69.

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This paper addresses today's many criticisms of psychoanalysis by exploring their origins in its history. It proposes deepening and broadening our understanding of that history by examining the phenomenon of symbolic loss and mourning as it occurred, not only in Freud' s personal life, but especially in his leadership of the psychoanalytic movement, and in his struggle to recognize and to come to terms with his cultural heritage. It is claimed that these issues persist, in varying degrees and in different forms, in the institutes of today. They do so chiefly in the inability to mourn, first, the loss of Freud as an exemplar of introspective courage and, second, the loss of the symbolic dimensions of Freud's creative oeuvre.

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Azman, Muhammad Danial, and Asmadi Hassan. "Leadership In Time of Crisis: The COVID-19 Pandemic in Japan and Reflections for Malaysia." International Journal of East Asian Studies 10, no. 1 (March 31, 2021): 19–43. http://dx.doi.org/10.22452/ijeas.vol10no1.3.

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The 2019 Coronavirus (COVID-19) outbreak was one of the most massive pandemics in history, with over 29.6 million people infected, including over 400,000 cases in Japan. This article describes the leadership tasks in a time of crisis during the different stages of Japan’s COVID-19 strategy under Shinzo Abe and Yoshihide Suga's leadership. Our aim is to formulate lessons from Japan for Malaysia. Shallow assessments of leadership performance often accompany the deeply rooted belief in the importance of political leadership. Such reviews never arrive more quickly than in the wake of crises - dramatic disasters of COVID-19 cases and Abe's resignation from the prime minister post. While symbolic performance is necessary (if only because it can arouse the public), it is one of the plausible avenues for the public to express their political judgements upon leadership in a time of crisis. In this article, we adopted a qualitative method of library research and highlights the many expected tasks of Japanese prime ministers to perform, and we offer a lesson for Malaysia in times of crisis

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Schneider, Andreas, William L. Gardner, Amanda Hinojosa, and Alejandra Marin. "Emotional responses of leaders to passive versus active members." Leadership 10, no. 4 (March 13, 2014): 412–36. http://dx.doi.org/10.1177/1742715013504424.

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In our investigation of emotion management in organizations, we shift the focus from leadership to followership. To maintain their leadership identity in leader–member relationships, leaders have to elicit emotions that are contingent on the identity of the member. As such, members play a key role in defining leadership. We apply the symbolic interactionist approach of affect control theory and its operationalization in computer simulations to investigate the emotion management of leaders. To do so, we determine which emotions are most normative for leaders to show during their interactions with members that assume identities as passive followers versus active colleagues. The results reveal that the identity of a passive follower elicits emotions that are relatively negative (e.g. defiant, mad, shocked, alarmed, anxious) from leaders, whereas the active colleague identity generates comparatively positive emotions (e.g. pleased, delighted, glad, amused, thankful, relaxed, serene).

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Robinson, Sarah K., and Ron Kerr. "The symbolic violence of leadership: A critical hermeneutic study of leadership and succession in a British organization in the post-Soviet context." Human Relations 62, no. 6 (May 15, 2009): 875–903. http://dx.doi.org/10.1177/0018726709104546.

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Meier, Ninna. "Configurations of leadership practices in hospital units." Journal of Health Organization and Management 29, no. 7 (November 16, 2015): 1115–30. http://dx.doi.org/10.1108/jhom-01-2014-0009.

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Purpose – The purpose of this paper is to explore how leadership is practiced across four different hospital units. Design/methodology/approach – The study is a comparative case study of four hospital units, based on detailed observations of the everyday work practices, interactions and interviews with ten interdisciplinary clinical managers. Findings – Comparing leadership as configurations of practices across four different clinical settings, the author shows how flexible and often shared leadership practices were embedded in and central to the core clinical work in all units studied here, especially in more unpredictable work settings. Practices of symbolic work and emotional support to staff were particularly important when patients were severely ill. Research limitations/implications – Based on a study conducted with qualitative methods, these results cannot be expected to apply in all clinical settings. Future research is invited to extend the findings presented here by exploring leadership practices from a micro-level perspective in additional health care contexts: particularly the embedded and emergent nature of such practices. Practical implications – This paper shows leadership practices to be primarily embedded in the clinical work and often shared across organizational or professional boundaries. Originality/value – This paper demonstrated how leadership practices are embedded in the everyday work in hospital units. Moreover, the analysis shows how configurations of leadership practices varied in four different clinical settings, thus contributing with contextual accounts of leadership as practice, and suggested “configurations of practice” as a way to carve out similarities and differences in leadership practices across settings.

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Filho, Edson, Lael Gershgoren, Itay Basevitch, Robert Schinke, and Gershon Tenenbaum. "Peer Leadership and Shared Mental Models in a College Volleyball Team: A Season Long Case Study." Journal of Clinical Sport Psychology 8, no. 2 (June 2014): 184–203. http://dx.doi.org/10.1123/jcsp.2014-0021.

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The present study was an initial attempt to capture and describe instances of shared mental models within a team from the point of view of the team captain. Specifically, the purpose of this study was to describe a range of perceived and shared behaviors aimed at facilitating the overall performance of a college volleyball team from the perspective of the team captain. This behavioral focus is congruent with the need for documenting observable task and team-related coordination mechanisms. Symbolic interactionism, via the use of systematic observations, documental analysis, and semistructured open-ended interviews, was used to gather data from the participant in the form of a case study. Data were analyzed using Braun and Clarke’s (2006) theoretical thematic analysis based on categories derived from Eccles and Tenenbaum’s (2004) Conceptual Framework of Coordination in Sport Teams. Results indicated that the player’s actions were perceived as enhancing proactive information sharing within her team. Therefore, it is suggested that team leaders possess important objective and symbolic roles in the promotion of shared mental models. These results are further discussed in relation to current knowledge of shared mental models in sports. Limitations and directions for future research are outlined.

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Reiner, Hanan. "Simba’s Leadership– A Socio-Symbolic Content Analysis and its Empirical Examination among Children and Students." Journal of Social Sciences 20, no. 2 (August 2009): 121–28. http://dx.doi.org/10.1080/09718923.2009.11892730.

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Hennestad, Bjørn W. "THE SYMBOLIC IMPACT OF DOUBLE BIND LEADERSHIP: DOUBLE BIND AND THE DYNAMICS OF ORGANIZATIONAL CULTURE." Journal of Management Studies 27, no. 3 (May 1990): 265–80. http://dx.doi.org/10.1111/j.1467-6486.1990.tb00247.x.

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MARMO, MICAHEL. "UNION LEADERSHIP AND THE CONFERRAL OF SYMBOLIC REWAREDS: MICAHEL QUILL AND THE TRANSPORT WORKERS UNION." Journal of Collective Negotiations in the Public Sector 22, no. 2 (June 1, 1993): 1. http://dx.doi.org/10.2190/djax-ejtw-vpl0-egme.

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Scott, David K. "A Multiframe Perspective of Leadership and Organizational Climate in Intercollegiate Athletics." Journal of Sport Management 13, no. 4 (October 1999): 298–316. http://dx.doi.org/10.1123/jsm.13.4.298.

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This study used the “multiframe” (structural, human resource, political, and symbolic) organizational theory of Bolman and Deal (1991b) to examine aspects of leadership and organizational climate in intercollegiate athletic departments. Top-5 finalist athletic departments from 4 collegiate divisions (NCAA I, II, and III and NAIA) for the 1993-96 Sears Directors’ Cup award served as tie sample. The 4 frames were all useful as descriptors of leadership and climate among the departments. However, ADs and head coaches differed significantly in their perceptions of the frame best describing AD leadership. · There was evidence of strong agreement on perceptions of climate within several departments, but the political frame was perceived as least descriptive at every level of analysis. A MANOVA uncovered no significant differences in perceptions of the 4 frames with gender and division of competition as independent variables. Multiple regression revealed that different frames predict how employees perceive their ADs’ effectiveness as managers and leaders.

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Islam, Gazi, and Macabe Keliher. "Leading through ritual: Ceremony and emperorship in early modern China." Leadership 14, no. 4 (January 9, 2017): 435–59. http://dx.doi.org/10.1177/1742715016685917.

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Ritual performance is well understood in organizational maintenance. Its role in leadership and processes of change, however, remains understudied. We argue that ritual addresses key challenges in institutionalizing leadership, particularly in fixing the relation between a charismatic leader and formal governance structures. Through a historical case study of the institutionalization of the emperor in Qing China (1636–1912), we argue that the shaping of collective understandings of the new emperor involved structural aspects of ritual that worked through analogical reasoning to internalize the figure of the leader through focusing attention, fixing memory, and emotionally investing members in the leader. We argue that data from the Qing dynasty Board of Rites show that ritual was explicitly designed to model the new institutional order, which Qing state-makers used to establish collective adherence to the emperorship. We further discuss the implications of this case for understanding the symbolic and performative nature of leadership as an institutional process.

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Beckwith, Ruthie-Marie, Mark G. Friedman, and James W. Conroy. "Beyond Tokenism: People With Complex Needs in Leadership Roles: A Review of the Literature." Inclusion 4, no. 3 (September 1, 2016): 137–55. http://dx.doi.org/10.1352/2326-6988-4.3.137.

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AbstractThis article summarizes the results of a literature review conducted as part of the National Beyond Tokenism Research Study. People with intellectual and developmental disabilities have begun to be included on boards and policymaking organizations, but the roles given to them have often been tokens—symbolic gestures that result in presence without genuine inclusion. To better understand the advances that have been made and the barriers that people with developmental disabilities still encounter, a comprehensive review of the literature on how people with complex and high support needs are engaged in leadership development, public policy advocacy, and community activities was conducted. The analysis identified key gaps in information about the degree of influence in leadership and organizational decision making exercised by people with complex needs. These results reflected the need for additional research to better understand how far people with developmental disabilities have moved “beyond tokenism” and into authentic leadership roles, which informed other activities conducted as part of the National Beyond Tokenism Research Study.

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Tomlinson, Michael, Dermot O’Reilly, and Mike Wallace. "Developing leaders as symbolic violence: Reproducing public service leadership through the (misrecognized) development of leaders’ capitals." Management Learning 44, no. 1 (February 2013): 81–97. http://dx.doi.org/10.1177/1350507612472151.

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Sartore, Melanie L., and George B. Cunningham. "Explaining the Under-Representation of Women in Leadership Positions of Sport Organizations: A Symbolic Interactionist Perspective." Quest 59, no. 2 (May 2007): 244–65. http://dx.doi.org/10.1080/00336297.2007.10483551.

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Gray, Thomas, and Banks Miller. "Swineherds and Hogs on Ice: Leadership Impacts for State Chief Judges." American Politics Research 49, no. 3 (January 19, 2021): 319–27. http://dx.doi.org/10.1177/1532673x21989019.

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Chief judges stand as visible leaders of their courts. Analyses of the Supreme Court focus on the role of the chief justice as an institution-builder seeking out public-facing consensus to protect Court legitimacy. Studying the powers of chief judges and political leadership in general is difficult. Analyzing all 50 states over 16 years we find no evidence that the identity of chief judges explains consensus behavior any better than random chance. This is true even among the subset of chief judges with additional institutional powers like opinion assignment. We show that court structures explain consensus, while leader features do not. Being chief judge correlates with an elevated likelihood of being in the majority, particularly in cases decided by one vote. These results add to our understanding of leadership on courts and imply that the office of chief judge at the state level is more symbolic than uniquely powerful.

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Wrigley, Terry. "Paradigms of school change." Management in Education 25, no. 2 (April 2011): 62–66. http://dx.doi.org/10.1177/0892020611398929.

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This short paper points to some paradigm issues in the field of school development (leadership, effectiveness, improvement) and their relationship to social justice. It contextualises the dominant School Effectiveness and School Improvement models within neo-liberal marketisation, paying attention to their transformation through a ‘marriage of convenience’ in the early 1990s. It contrasts these with other models of school change based upon the desire for curricular or political reform. It proposes a shift of emphasis from the competitive school as the key entity to a close examination of the symbolic exchanges between school and the neighbourhood, particularly in areas of poverty, and the sense which teachers and students are able to make of each others’ lives and cultural reference points. In addition to Bourdieu’s concept of capitals, it will draw on Goffman as a theorist who combines symbolic interactionism with an understanding of institutional norms.

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Rockhill, Carter A., Jonathan E. Howe, and Kwame J. A. Agyemang. "Statements Versus Reality: How Multiple Stakeholders Perpetuate Racial Inequality in Intercollegiate Athletic Leadership." International Journal of Sport Communication 14, no. 3 (September 1, 2021): 398–427. http://dx.doi.org/10.1123/ijsc.2021-0003.

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The lack of racial diversity, equity, and inclusion in leadership positions is an ongoing issue in intercollegiate athletics. The purpose of this study was to analyze the mission, vision, and diversity, equity, and inclusion statements of Power 5 athletic departments and their affiliated universities regarding racial diversity and inclusion to better understand how these two stakeholders work in unison or isolation when creating racially diverse environments. The authors utilized an innovative lens, which merges critical race theory with institutional theory to center race and racism while evaluating how these institutional logics interact in practice. The data show that Power 5 institutions maintain a lack of racial diversity through cultures and mission statements that omit diverse values, create symbolic statements, or lack meaning in creating a diverse reality.

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Journal articles on the topic 'Symbolic leadership'

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