Rebel Cities: From the Right to the City to the Urban Revolution

Learning to Labour: How Working Class Kids Get Working Class Jobs

This paper reviews and evaluates the concept of power in management and organization science. In order to organize the extant literature on this topic, we develop a framework that identifies four faces of power (i.e. coercion, manipulation, domination, and subjectification) and four sites of power (i.e. power enacted “in”, “through”, “over”, and “against” organizations). This allows us to evaluate assumptions both shared and contested in the field. Building on the review, the paper then points to potentially novel areas of research that may extend our understandings of organizational power in management and organization science.

/pdf/power-in-management-and-organization-science-4kgug4ms4m.pdf

Power in Management and Organization Science

Fearing that our overreliance on an individual, heroic model of leadership will only continue to dampen the energy and creativity of people in our organizations and communities, this essay proposes a practice perspective of leadership based on a collaborative agency mobilized through engaged social interaction. After briefly reviewing the emerging practice tradition in leadership studies, the article turns to the inseparable connection between leadership and agency and discusses how structure may pacify but, under dialogic conditions, release agency. Acknowledging the cultural constraints against collaborative agency, the account affirms its potential realization through interpersonal interaction and sociality. Specific leadership activities associated with collaborative agency and their conditions are illustrated. The paper concludes by showing how the collaborative agentic model might produce a more sustainable future for our world while suggesting avenues for future research of a collective rather than...

Imagine there are no leaders: Reframing leadership as collaborative agency:

Product Review: Freedom Is an Endless Meeting: Democracy in American Social Movements

Through the Arab Spring and the Occupy movement, the idea of horizontal, leaderless organization has come to the attention of the mass media. In this article we explore radical, participative-democratic alternatives to leadership through an empirical study of four Social Movement Organizations (SMOs). Whilst there has been some writing on leadership within SMOs, it has mirrored the ‘mainstream’ assumption that leadership is the product of individual leaders possessing certain traits, styles and/or behaviours. In contrast, critical leadership studies (CLS) recognize that leadership is a relational, socially constructed phenomenon rather than the result of a stable set of leadership attributes that inhere in ‘the leaders’. We utilize this framing to analyse how leadership is understood and performed in anarchist SMOs by examining how actors manage meaning and define reality without compromising the ideological commitments of their organizations. Furthermore, we also pay attention to the organizational practices and processes developed to: (a) prohibit individuals from permanently assuming a leadership role; (b) distribute leadership skills and roles; and (c) encourage other actors to participate and take-up these roles in the future. We conclude by suggesting that just because an organization is leaderless, it does not necessarily mean that it is also leadershipless.

/pdf/anti-leaders-hip-in-social-movement-organizations-the-case-gq2uiyjxe3.pdf

Anti-leaders(hip) in Social Movement Organizations: The case of autonomous grassroots groups:

https://journals.sagepub.com/doi/pdf/10.1177/17427150221083498

Putting leadership in its place: Introduction to the special issue

A criticism recently directed at Social Movement literature is that movement activists are often disappointed by what they find in Social Movement theory (Rootes, 1990; Darnovsky et al., 1995; Barker and Cox, 2002; Flacks, 2004; Bevington and Dixon, 2005; Juris, 2007; Haluza-DeLay, 2008; Howley, 2008; Plows, 2008; Humphrys, 2009; DeFilippis et al., 2010; Jasper, 2010). It fails to address practical concerns (Barker and Cox, 2002); is often produced for a solely academic audience (Juris, 2007); and ultimately, is not relevant (Bevington and Dixon, 2005). Indeed, as Flacks asks: ‘what is all this analysis for? In what way does the validation, elaboration and refinement of concepts provide usable knowledge for those seeking social change?’ (2004: 138). The recent ‘activist-turn’ in Social Movement research seeks to remedy this, and activist ethnography is one such methodology that has gained increasing attention in recent years. Activist ethnographers are influenced by feminist approaches to research methodologies, and in particular, the notion of ‘participatory action research’. Reid and Frisby note that this is a process which not only focuses on democratizing the research process and acknowledging lived experience, but importantly, it is a process which should be ‘liberating, transformative’ and able to contribute to ‘social justice agendas’ (2007: 102). However, participatory action research is a term traditionally associated with the study of women’s movements, and Social Movement scholars in recent years have adopted a specific ethnographic approach which may be applied to Social Movements more generally (Graeber, 2002, 2009; Juris, 2008; Lagalisse, 2009; Maeckelbergh, 2009; Plows, 2008). Broadly speaking, this activist-centric approach eschews the overly structural and somewhat detached approach heralded by previous Social Movement scholars (Zald and Ash, 1966; McCarthy and Zald, 1973, 1977; Arendt, 1976; Tilly, 1978, 1993; McAdam, 1982; Morris, 1984; Zald and McCarthy, 1987; Tarrow, 1989, 1993, 1994; Voss, 1996), which sought to develop grand, universal theories that attempted to understand and explain ‘any Social Movements, whatsoever’ (Zald and Ash, 1966: 340). Instead, there is an increased focus on examining movements from within using rigorous ethnographic methods, in order to understand and 450219ORG20410.1177/1350508412450219Book ReviewsOrganization 2012

Social movements and activist ethnography

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Anti-leaders(hip) in Social Movement Organizations: The case of autonomous grassroots groups:

Putting leadership in its place: Introduction to the special issue

Social movements and activist ethnography