Abstract
| Original language | English |
|---|---|
| Pages (from-to) | 181-201 |
| Number of pages | 21 |
| Journal | Leadership |
| Volume | 2 |
| Issue number | 2 |
| DOIs | |
| Publication status | Published - 1 May 2006 |
| Externally published | Yes |
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Leadership Refrains : Patterns of Leadership. / Kelly, Simon; Iszatt White, Marian; Martin, Dave; Rouncefield, Mark.
In: Leadership, Vol. 2, No. 2, 01.05.2006, p. 181-201.Research output: Contribution to journal › Article
TY - JOUR
T1 - Leadership Refrains
T2 - Patterns of Leadership
AU - Kelly, Simon
AU - Iszatt White, Marian
AU - Martin, Dave
AU - Rouncefield, Mark
PY - 2006/5/1
Y1 - 2006/5/1
N2 - This article considers issues of leadership and leadership development by reflecting on the notion of the refrain as pattern. Drawing on our research of leadership within UK further education (FE) we examine how tracing ‘patterns of leadership’ can provide an insight into the practical accomplishment of leadership in FE as everyday ‘ordinary’ work. In an era of increased change and uncertainty about the character of leadership within the sector, we use our ethnographic data and interdisciplinary backgrounds to consider leadership development as essentially a design problem through adopting and adapting the notion of patterns that emerge in the architectural work of Christopher Alexander and the organizational studies of Tom Erickson. In doing so we point to the comforting effect of both the refrain and the pattern to repeat, return, renew, react, refine, reconstruct and resolve. We conclude by suggesting some of the ways in which the documenting and describing of such patterns of leadership can be used as ‘teachable moments’ for the design and deployment of programmes of leadership development and training.
AB - This article considers issues of leadership and leadership development by reflecting on the notion of the refrain as pattern. Drawing on our research of leadership within UK further education (FE) we examine how tracing ‘patterns of leadership’ can provide an insight into the practical accomplishment of leadership in FE as everyday ‘ordinary’ work. In an era of increased change and uncertainty about the character of leadership within the sector, we use our ethnographic data and interdisciplinary backgrounds to consider leadership development as essentially a design problem through adopting and adapting the notion of patterns that emerge in the architectural work of Christopher Alexander and the organizational studies of Tom Erickson. In doing so we point to the comforting effect of both the refrain and the pattern to repeat, return, renew, react, refine, reconstruct and resolve. We conclude by suggesting some of the ways in which the documenting and describing of such patterns of leadership can be used as ‘teachable moments’ for the design and deployment of programmes of leadership development and training.
KW - design
KW - ethnography
KW - further education
KW - leadership
KW - patterns
KW - refrains
U2 - 10.1177/1742715006062934
DO - 10.1177/1742715006062934
M3 - Article
VL - 2
SP - 181
EP - 201
JO - Leadership
JF - Leadership
SN - 1742-7150
IS - 2
ER -