Siinviidatu võiks huvi pakkuda nii juhtimise eest töötasu vastuvõtvatele kui tudengitele kui ka kõikidele, kes organisatsioonidega puutumused. Juhtimine ja hierarhiad puudutavad kõiki inimesi.

Kontekstiks kriitilise juhtimisuurimise fookus:

“A key feature of CLS scholarship is its emphasis on the idea that leadership should not be taken for granted – as a good, desirable, apolitical and ahistorical fact – but should be seen as a social construction, which benefits from a positive aura that mostly serves the (neo)liberal dogma of performance and maximization (Blom and Alvesson, 2015; Grint, 2010; Collinson et al., 2017; Wilson, 2013).” (Grégoire et al., 2022, p. 2)

Juhtimise kaks perspektiivi:

“While person- and result-based approaches focus mainly on the leader as an individual, purpose-, process- and position-based approaches focus mainly on leadership as a practice.” (Grégoire et al., 2022, p. 2)

Hierarhia ja juhtimine:

“All of the above suggests that hierarchy is a fruitful lens for critically studying leadership. In mainstream organizations, leadership often goes hand in hand with formal hierarchical relationships while in supposedly non-hierarchical organizations, informal hierarchy often unfolds. Yet leadership might still be needed: it is crucial to drive change in organizations, to create meaning and bring people together around common goals.” (Grégoire et al., 2022, p. 3)


“Our research question therefore asks whether and how alternative leadership can be practiced in a way that avoids the pitfalls of formal or informal hierarchy.” (Grégoire et al., 2022, p. 3)

Lugemishuvi suurendamiseks:

“Ultimately, our study shows that the formalization of alternative leadership is not without tensions. Indeed, we identified some of the risks that emerge from this process. These risks are (1) the shortrun sub-optimal efficiency of alternative leadership, (2) unpaid work, (3) a spontaneous tendency to specialization and division of labor, and (4) the forms of power that can result from the employment of democratic tools. The third and the fourth risks are specifically related to issues of power.” (Grégoire et al., 2022, p. 19)

Grégoire, M., Delalieux, G., & Fatien, P. (2022). Alternative leadership and the pitfalls of hierarchy: When formalization enables power to be tamed. Leadership, 1–25.