Salaried professionals may exhibit organizational deviance when faced with conflict resulting from their mutual role as professional and employee. Some of this behavior may be directly harmful to both the individual and the organization, whereas some may constitute adaptive maladjustments. An...

The author provides a personal account of his transition from attempting to use charisma to transmit knowledge to students to removing it so that students can themselves experience knowledge as a basis for learning. Consistent with inquiry-based democratic pedagogy, the author demonstrates how...

Leaderful managers make it their business to learn continuously and collectively as part of their everyday experience. They work incessantly creating an environment where knowledge is freely exchanged. Their organizations are characterized as learning cultures in which there is less reliance on...

We hear much about the “democratic ideal” as if it were unreachable within the walls of the organization. Of late, apologists have begun suggesting that there is no need to worry; democracy exists; it’s just that it is often hidden from view right within the requisite hierarchical...

In this chapter, I hope to first locate action learning within the range of prevailing “action modalities” in management development that conceive of practice as having its own epistemology. They all more or less emphasize the value of concurrent reflection on experience to expand and create...

This article is intended as a conceptual and practical foundation for those who wish to conduct research in the area of leadership-as-practice. Rather than offer a single methodology for studying how social and leadership activity is carried out in everyday life, it details a pluralistic set of...

This article constitutes an interview between a new researcher of the field of Leadership-as-Practice (L-A-P), Jenny Robinson, with one of the co-creators of the field, Joe Raelin. It is dedicated to providing an update and refinement of leadership-as-practice “practice theory,” which has...

The field of leadership-as-practice (L-A-P) is beginning to mature as a theory of leadership in direct opposition to standard leadership, which views the individual as the mainstay of leadership experience. Nor does it focus on the dyadic relationship between leaders and followers, which...

In this paper a new role for managers is advocated to create conditions for genuine collaborative engagement in Twenty-First Century organizations. The new role is as a facilitator of emancipatory dialogue, a discourse among parties that can lead to mutual learning, deep understanding and...

This paper seeks to find complementarities and make contributions to the field of organization development (OD) from the new field of leadership-as-practice (L-A-P), and in so doing, enhance the development of OD in practice. Rather than looking for leadership in people, especially in their...