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Leadership: An Alienating Social Myth?
Gary Gemmill
Judith Oakley
School of Management, Syracuse University, Syracuse, New York 13244.
The social construct of leadership is viewed as a myth that functions to reinforce existing social beliefs and structures about the necessity of hierarchy and leaders in organizations. The dynamics of the leadership myth in terms of its consequences for alienation characterized by intellectual and emotional deskilling is discussed. A trend toward massive deskilling on a societal scale is viewed as indicated by the current emergence of magical wishes for omnipotent leaders demonstrating a sense of helplessness and despair in being able to personally initiate and create less alienating social forms for the workplace. The types of experimentation required for refraining socially constructed meanings of leadership are explored, with emphasis placed on the role of heightened awareness of covert and undiscussable power and authority dynamics in an organizational context.
Key Words: leadership • leaders • alienation • social myth
Human Relations, Vol. 45, No. 2,
113-129 (1992)
DOI: 10.1177/001872679204500201
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