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Leadership, not leaders: On the study of leadership as practices and interactions


  • Crevani, Lucia
  • Lindgren, Monica
  • Packendorff, Johann


Summary In this paper, we suggest a perspective within leadership research that has an analytical focus on leadership as it is practiced in daily interaction, rather than on individual leaders. We draw upon recent developments in leadership research that emphasize leadership as processes, practices and interactions in formulating basic scientific assumptions of such a perspective. The suggested perspective will enable us to gain new understandings of how leadership activities emerge in social interaction and of how institutionalized notions of leadership are brought into - and re-constructed in - these same activities. Given this reasoning, we would suggest that the empirical study of leadership should be based in a process ontology, focused on leadership practices as constructed in interactions.

Suggested Citation

  • Crevani, Lucia & Lindgren, Monica & Packendorff, Johann, 2010. "Leadership, not leaders: On the study of leadership as practices and interactions," Scandinavian Journal of Management, Elsevier, vol. 26(1), pages 77-86, March.
  • Handle: RePEc:eee:scaman:v:26:y:2010:i:1:p:77-86

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    Cited by:

    1. Liliana Crăciun & Marian Năstase & Tănase Stamule & Cristian Vizitiu, 2015. "Leadership in Romanian Small to Medium Enterprises," Sustainability, MDPI, Open Access Journal, vol. 7(4), pages 1-16, April.
    2. Ilan Riss, 2016. "Leadership in migration systems: the case of israel," Interdisciplinary Description of Complex Systems - scientific journal, Croatian Interdisciplinary Society Provider Homepage:, vol. 14(2), pages 194-211.
    3. Perttu Salovaara, 2015. "What can the coworking movement tell us about the future of workplaces?," Chapters,in: Leadership in Spaces and Places, chapter 1, pages 27-48 Edward Elgar Publishing.
    4. Jürgen Hauber & Chantal Ruppert-Winkel, 2012. "Moving towards Energy Self-Sufficiency Based on Renewables: Comparative Case Studies on the Emergence of Regional Processes of Socio-Technical Change in Germany," Sustainability, MDPI, Open Access Journal, vol. 4(4), pages 1-40, March.
    5. Florence Allard-Poesi, 2015. "Dancing in the dark: Making sense of managerial roles during strategic conversations," Post-Print hal-01490734, HAL.
    6. Florence Allard-Poesi, 2015. "Dancing in the Dark: Making Sense of Managerial Roles during Strategic Conversations," Working Papers hal-01145772, HAL.
    7. Dima, Alina Mihaela & Vasilache, Simona & Agoston, Simona & Ghinea, Valentina & Stamule, Tanase, 2011. "Leadership Challenges In Today’s Academia," MPRA Paper 35019, University Library of Munich, Germany.
    8. Florence Allard-Poesi & Yvonne Giordano, 2015. "Performing Leadership "In-Between" Earth and Sky," Post-Print hal-01172683, HAL.
    9. Florence Allard-Poesi & Yvonne Giordano, 2014. "Performing Leadership ‘In-Between’ Earth and Sky," Post-Print hal-01123784, HAL.
    10. Agnieszka Brzozowska & Julita Majczyk, 2015. "Shared Leadership Among Vietnamese Entrepreneuers In Poland," GUT FME Conference Publications,in: Katarzyna Stankiewicz (ed.), Contemporary Issues and Challenges in Human Resource Management, chapter 8, pages 87-95 Faculty of Management and Economics, Gdansk University of Technology.


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