The Fallacy of Misplaced Leadership*

Abstract

abstractThe leadership literature typically talks about the discreteindividualityof its subject and particularly the personal qualities and capabilities of a few key people occupying top positions in a hierarchy. Current leadership research now has begun to generate new knowledge about leadership practice in relations of interpersonal exchange. Nevertheless, there is an urgent need for the ramifications of this insight to be more sufficiently developed. The current discussion explores how a perspective of process studies challenges the dominance of the field by individual social actors and discrete schemes of relations. Its aims are twofold. First, it will show how both of these latterepistemologiesare lacking and suggest that current leadership research and development activities must rise to theontologicalchallenge ofprocessesrather thanthings. Second, it looks at some methodological implications of this way of thinking as a productive incitement to future management studies.