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Dialectics of leadership
David Collinson
Lancaster University Management School, UK, d.collinson{at}lancaster.ac.uk
Mainstream leadership studies tend to privilege and separate leaders from followers. This article highlights the value of rethinking leadership as a set of dialectical relationships. Drawing on post-structuralist perspectives, this approach reconsiders the relations and practices of leaders and followers as mutually constituting and co-produced. It also highlights the tensions, contradictions and ambiguities that typically characterize these shifting asymmetrical and interdependent leadership dynamics. Exploring three interrelated ‘dialectics’ (control/resistance, dissent/consent and men/women), the article raises a number of issues frequently neglected in the mainstream literature. It emphasizes that leaders exercise considerable power, that their control is often shifting, paradoxical and contradictory, that followers’ practices are frequently proactive, knowledgeable and oppositional, that gender crucially shapes control/resistance/consent dialectics and that leaders themselves may engage in workplace dissent. The article concludes that dialectical perspectives can provide new and innovative ways of understanding leadership.
Key Words: control/resistance/consent • dialectics • dualisms • gender
Human Relations, Vol. 58, No. 11,
1419-1442 (2005)
DOI: 10.1177/0018726705060902
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