Leadership Through Different Eyes: How "Leading In Place" Makes Organizations Run

The data for this paper come from our forthcoming book, Leadership Through Different Eyes:  How “Leading In Place” Makes Organizations Run (Routledge 2018).  Out-dated conceptions of leadership pose a fundamental... [ view full abstract ]

The data for this paper come from our forthcoming book, Leadership Through Different Eyes:  How “Leading In Place” Makes Organizations Run (Routledge 2018).  Out-dated conceptions of leadership pose a fundamental challenge for individuals and organizations. We coin the term ‘Leading in Place’ to describe a gender-neutral phenomenon of leadership that unfolds beneath the CEO and top executive team level, without positional authority (or over and beyond positional authority), that keeps teams and organizations moving towards mission achievement in the workplace. Outside the workplace, it unfolds across community and volunteer organizations, typically without formal designated position.  Leading in place is a spectrum of behaviors proactively enacted in response to observed need, whether in response to gaps left by those with designated positions of leadership or in response to perceived opportunities beyond existing boundaries and practice. Leading in place is a pro-actively self-selected activity. 

If one examines the evolution of leadership research (Getha-Taylor et al., 2011; Vogel & Masal 2012; Tummers & Knies 2013; Van Wart 2013, 2014; Vogel & Masal 2015; Chapman et al. 2016; and Kjeldsen & Ovesen 2016 among others) as well as organizational practice, it is possible to see a revolution unfolding for the 21^st century. We suggest that the observed phenomenon of women not making it to top positions of leadership (Sandberg 2013) is at least partially a function of how leadership is conceived, recognized and rewarded. The challenge of increasing representation of women in visible positions of leadership is as much a challenge of addressing and adjusting the way roles are structured and operative leadership prototypes, as it is preparing and supporting women to compete in existing structures.

We argue that in order to describe and operationalize a robust conception of leadership, thinking and practice need to be updated. Women’s voices have to be integrated into mainstream views, not treated as if they are a niche perspective. Organization leaders, and researchers, need to critically examine whether their model of leadership assumes either a male prototype and/or an outdated hierarchical organizational model, and consciously make room for multi-faceted, modern leadership. 

Methods:  Our work is based on a critical analysis of leadership theory, an original survey of 275 women, 30 in-depth interviews with those who “lead in place”, and review/discussion of our findings by 6 chief executive officers (public, private and nonprofit leaders)