The sacred in leadership: separation, sacrifice and silence
Grint, Keith (2010) The sacred in leadership: separation, sacrifice and silence. Organization Studies, Vol.31 (No.1). pp. 89-107. ISSN 0170-8406Full text not available from this repository.
Official URL: http://dx.doi.org/10.1177/0170840609347054
In attempting to escape from the clutches of heroic leadership we now seem enthralled by its apparent opposite-distributed leadership: in this post-heroic era we will all be leaders so that none are. This essay suggests that we need to reconsider the nature of leadership if we are to assess alternatives and a critical aspect is its relationship to the sacred. I suggest that the sacred nature of leadership is not so much the elephant in the room but the room itself-the space that allows leadership to work. Leadership embodies three elements of the sacred: the separation between leaders and followers, the sacrifice of leaders and followers, and the way leaders silence the anxiety and resistance of followers. The essay concludes that non-sacred governance systems are plausible but that the effort and responsibility required would politicize the private sphere and render radical alternatives-non-sacred leadership-only viable for short-term, small scale organizations. We need therefore to find ways of engaging with, rather than seeking to avoid, the sacred nature of leadership.
|Item Type:||Journal Item|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management|
|Divisions:||Faculty of Social Sciences > Warwick Business School > International Centre for Governance & Public Management
Faculty of Social Sciences > Warwick Business School
|Journal or Publication Title:||Organization Studies|
|Publisher:||Sage Publications Ltd.|
|Official Date:||January 2010|
|Number of Pages:||19|
|Page Range:||pp. 89-107|
|Access rights to Published version:||Restricted or Subscription Access|
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