Title
An ethnographic account of leadership, power and change
Date of this Version
12-15-2011
Document Type
Journal Article
Abstract
The paper provides a genealogical account of a police organization’s attempt to implement what senior officers in its behavioural change division described as a dispersed leadership (Bryman, 1996; Gordon, 2002) strategy. I describe the organization and provide a detailed account of the dynamics that emerge as groups and individuals who historically held positions of power found themselves reporting to one of many designated leaders. The account depicts how the organization’s dispersion of leadership, while on the surface represents a new and successful endeavour, is rendered problematic by the organization’s historical constitution of power.
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This document has been peer reviewed.
Publication Details
Citation only.
Gordon, R. (2011). An ethnographic account of leadership, power and change. Journal of management science, 2, 1-15.
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2011 HERDC submission. FoR code: 150311, 150310
© Copyright ICBM, 2011