Mapping Relational Leadership
Mapping Releational Leadership will map literature about Relational Leadership.
Reviews of the current discussion in leadership research (Jackson & Parry, 2008; Uhl-Bien, 2006) suggest that leader-centred and follower-centred models of leadership have given way to perspectives that attend to the “space between” leaders and followers (Bradbury & Lichtenstein, 2000), thus highlighting the relational processes of leadership.
Taking a relational approach to leadership represents a new frontier in leadership research and represents a growing scholarly interest in the conditions that foster collective action within and across boundaries (Ospina & Foldy, 2010). Relationality refers to the theoretical understanding that self and other are inseparable and co-evolve in ways that must be accounted for (Ospina & Foldy, 2010, p. 293).
The notion of “relational leadership”, is a perspective of leadership as involving the social processes of relating; processes that are co-constructed by several interactors (Fletcher, 2004; Hosking, 2007; Soila-Wadman & Köping, 2009; Uhl-Bien, 2006). Nevertheless, social processes are not mechanically reversible and controllable (Crevani et al., 2010, p. 79), instead, they are characterized by a social flow of interacting and connecting whereby organizations, groups, leaders, leadership and so forth are constantly under construction and reconstruction (Chia, 1995; Hernes, 2007).
The result of this mapping will give valuable insight to a field of leadership theories that are beneficial in conditions that foster collective action in social processes.