|Up a level|
This article explores contrasting forms of ‘knowledge leadership’ in mobilising management research into organizational practice. Drawing on a Foucauldian perspective on power-knowledge, we introduce three axes of power-knowledge relations, through which we analyse knowledge leadership practices. We present empirical case study data focused on ‘polar cases’ of managers engaged in mobilising management research in six research-intensive organizations in the UK healthcare sector. We find that knowledge leadership involves agentic practices through which managers strive to actively become the knowledge object – personally transposing, appropriating or contending management research. This article contributes to the literature by advancing the concept of knowledge leadership in the work of mobilising management research into organizational practice.
How does religion impact leadership today? What are the opportunities and pitfalls for society at large? How can we constructively engage with religion?
These questions lie at the core of this project. In order to answer them, we conducted a 18-month study that involved a literature screening, over 30 interviews with religious leaders of secular organizations in Germany, and a workshop with 15 carefully selected leaders from diverse sectors with a Jewish, Christian, and Islamic background.
The result: Religion plays a decisive role for many leaders and organizations, yet is a taboo in much leadership research and practice. Like leadership, it is both deeply personal and profoundly social. Importantly, religion is a double-edged sword that can cause both harm and good in leaders and beyond. We identify four pitfalls and four opportunities. If its pitfalls are overcome and opportunities embraced, it can be an anchor and compass for individuals, organizations, and societies in a complex world. Five ways forward are outlined.