000			01938nam a2200217 4500
999			_c52484 _d52484
003			OSt
005			20190822170354.0
008			190822b ||||| |||| 00| 0 eng d
100			_aVirtaharju, Jouni J _934323
245			_aThe supervisors who became leaders: Leadership emergence via changing organizational practices
300			_a103-122 p.
520			_aThis paper examines leadership and leader emergence as a contextual process. The paper argues that the emergence of leader identities is a contextual process which is premised on relations between organizational actors and practices. We adopt a social constructionist view on leadership emergence, applying a practice theory perspective on an empirical case of supervisory leadership emergence. Our empirical material consists of informant accounts and corporate documentation of a multiyear organization development project. The empirical narrative explores how the expectation set for a group of supervisors in the organization to act as leaders of production was initially impaired by a lack of participation in central organizing activities. The organization development project reformed the supervisory work to include more tasks related to production activities, which facilitated a new interpretation of the supervisors as leaders. We analyse how the inclusion of supervisors in the daily production practices induced an identity change where the supervisors came to be identified as leaders in production. We argue that contextual changes at the level of organizing practices can influence leadership and leader emergence.
653			_aLeadership
653			_aSupervisory work
653			_aPractice theory
653			_aLeadership emergence
653			_aLeader identity
700			_aLiiri, Tuomas P _934324
773	0		_029449 _974855 _aCOLLINSON, DAVID _dNEW DELHI SAGE PUBLICATION PVT. LTD. _o55510431 _tLEADERSHIP _z1742-7150
942			_2ddc _cJA-ARTICLE