Relatsioonilisus mõtteviisina tungib jõuliselt juhtimiskirjandusse ning selleks on põhjust kuhjaga, sest mitmed teised valdkonnad on relatsioonilise mõtteviisi viljakust veenvalt näidanud. Autorid esitavad ka juhtimiskirjanduses tuntud pinged:
The topic of this study ﬁnds itself in the tension between two opposing views of leadership: entitative versus relational (Dachler and Hosking, 1995; Hosking and Shamir, 2012; Raelin, 2016; Uhl-Bien, 2006). Leadership theory has traditionally been biased towards the individual leader as the primary unit of analysis, even when relationships and contingencies are considered (Dinh et al., 2014).
Tähenduse andmist kirjeldavad autorid järgmiselt:
Sensemaking generally refers to how people seek to understand ambiguous or confusing issues or events, and since its inception, the concept has been applied and developed by a number of scholars (Brown et al., 2015).
Artliklis võetakse uurida:
we look at how leaders reconcile discrepancies between self-perceived proﬁciency in various competencies and their corresponding importance.
Kokkuvõttes väidavad autorid muuhulgas:
A key to the shaping is the ﬂuidity with which competencies are promoted and demoted in the leader act, both in terms of how they are put to actual use and how leaders think about them. The rich set of applicable leadership competencies presents an abundance of sensemaking affordance, that is, opportunities to ﬂexibly deal with one’s own capacity in the demands of the working situation.
Jansson, D., Døving, E., & Elstad, B. (2021). The construction of leadership practice: Making sense of leader competencies. Leadership. https://doi.org/10.1177/1742715021996497