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Leading as craft-work: The role of studio practices in developing artful leaders

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  • Taylor, Steven S.
  • Ladkin, Donna

Abstract

We start from the assumption that at its heart, leading is an embodied practice; a way of being in relation to others which facilitates the mobilization of groups toward goals. As such, leading is primarily about “doing” and being recognized to do in a particular, leaderly manner. In this way, we suggest that leading resembles a “craft” practice as an embodied application of particular skills within specific contexts. The paper introduces four embodied practices core to the craft of leading: being present, perceiving the context, engaging with others, and enacting resilience. It then speculates about how these might be developed through the kinds of orientations developed by craftspeople working in their studios. The paper concludes by considering implications for those engaged in leader-development interventions.

Suggested Citation

  • Taylor, Steven S. & Ladkin, Donna, 2014. "Leading as craft-work: The role of studio practices in developing artful leaders," Scandinavian Journal of Management, Elsevier, vol. 30(1), pages 95-103.
    • Handle: RePEc:eee:scaman:v:30:y:2014:i:1:p:95-103
    DOI: 10.1016/j.scaman.2013.11.002
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    References listed on IDEAS

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    4. Steven S. Taylor, 2012. "Craft and Art," Palgrave Macmillan Books, in: Leadership Craft, Leadership Art, chapter 0, pages 109-122, Palgrave Macmillan.
    5. Piers Ibbotson, 2008. "The Illusion of Leadership," Palgrave Macmillan Books, in: The Illusion of Leadership, chapter 0, pages 9-21, Palgrave Macmillan.
    6. Bruno Dyck & David Schroeder, 2005. "Management, Theology and Moral Points of View: Towards an Alternative to the Conventional Materialist‐Individualist Ideal‐Type of Management," Journal of Management Studies, Wiley Blackwell, vol. 42(4), pages 705-735, June.
    7. Piers Ibbotson, 2008. "The Illusion of Leadership," Palgrave Macmillan Books, Palgrave Macmillan, number 978-0-230-20200-9, October.
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