Making common sense: leadership as meaning-making in a community of practice
Author: Drath, Wilfred H. ; Palus, Charles J.Publisher: Center for Creative Leadership, 1994.Language: EnglishDescription: 27 p. ; 26 cm.ISBN: 0912879971Type of document: BookBibliography/Index: Includes bibliographical references
| Item type | Current location | Collection | Call number | Status | Date due | Barcode | Item holds |
|---|---|---|---|---|---|---|---|
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Europe Campus Main Collection |
HD6951 .D73 1994
(Browse shelf) 32419001272901 |
Available | 32419001272901 | |||
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Europe Campus Main Collection |
HD6951 .D73 1994
(Browse shelf) 32419001301267 |
Available | 32419001301267 |
Includes bibliographical references
Digitized
Making Common Sense Leadership as Meaning-Making in a Community of Practice Table of Contents Acknowledgments.............................................................................................. vii Preface............................................................................................................. ix Introduction........................................................................................................ 1 The Importance of Making Meaning............................................................... 2 Applying Meaning to Leadership.................................................................... 4 Discussion of Terms.......................................................................................... 7 Meaning ....................................................................................................... 7 Meaning-making............................................................................................ 9 Community of Practice ................................................................................ 11 People in Positions of Authority: A New View of Five Concepts........................................................................... 13 From Social Influence to Social Meaning-making......................................... 14 From a Dominant Individual Leader Acting on Followers to People Participating in a Shared Process...........................................................14 From Motivation to Act to Frameworks Within Which to Act ........................ 17 From the Authority Figure as De Facto Leader to the Authority Figure as a Participant in a Process of Leadership....................................................18 From "How Do I Take Charge and Make Things Happen?" to "How Do I Participate in an Effective Process of Leadership?"................................. 19 Implications: So What Is Leadership Development? ......................................... 21 Conclusion: Changing Constructs of Leadership................................................23 Bibliography...................................................................................................... 26
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