Overview

In an age of complexity, contestation and change what are the hidden forces that influence the nature and outcomes of leadership? Through the metaphor of ‘ghost leadership’, this book explores the unseen, unheard, unsettling and uncanny aspects of leadership. Themes and examples include the legacy of colonialism and patriarchy within organizations and society; the environmental and social impacts of neoliberalism; the hidden curriculum of business schools and leadership education; the continuing allure of theories that have long since been debunked; the influence of social media on leaders and followers; hidden forces, conspiracies and puppet leaders; invisible, departed and/or accidental leaders; the role of faith and fear of mortality in leadership; ghosts in the machine (AI, algorithms and the gig economy); and ethics and identities in a post human world. As an edited volume, this book will include high-quality conceptual and empirical works that draw from a range of methodologies and research techniques. Chapters will include discussions that will demonstrate extensions to current theory and practice, as well as developing entirely new ideas related to Ghost Leadership designed to contribute insight to the broader field of leadership and organization studies. Through engaging with this book readers will gain a more nuanced critical appreciation of the ways in which leadership and social influence take place within a complex and changing world and implications for leadership policy, practice, research and development globally.

Theme/focus of the book

To provide new conceptual insights and communicate these to a wide audience this book uses the metaphor of ghost leadership, which we broadly conceptualize as social influence through invisible and/or obscured processes. Ghost leadership:

1. may have specific objectives and be purposeful, however, how forces of influence produce tangible outcomes may not be easily determined.
2. may derive from current leadership or can be an active relic/legacy from previous leadership cultures, which suggests a level of indoctrination and acculturation.
3. can emanate from outside forces, such as an ideology, or an actual entity with power to influence utilizing propaganda campaigns, media/social media and marketing.
4. can originate from inside forces, such as when an influential group or leader in an organization embraces a particular belief system and inculcates their newly acquired values into new generations of leaders through verbal and non-verbal communication.
5. may lead to pro-social and pro-environmental behavior, or anti-social behavior with disingenuous consequences.

A range of complementary and contrasting perspectives will be considered throughout the book to identify and theorize the unseen, unheard, unsettling and uncanny aspects of ghost leadership.

This book has been commissioned as part of the Building Leadership Bridges series from the International Leadership Association in partnership with Emerald Publishing. A more detailed outline can be accessed at https://bit.ly/ghostleadership.

Preparing and Submitting Chapter Proposals

Authors are encouraged to propose chapters that provide a distinct conceptual contribution to the notion of ‘ghost leadership’ through empirical research (qualitative, quantitative and/or mixed-methods), case studies (of global corporations, public-sector bureaucracies, social enterprises, entrepreneurial ventures, etc.), engagement with practice and/or theory-building.

Chapters may explore a range of topics including but not limited to:

1. History/culture – g. continuing legacy of colonialism, patriarchy, etc. embedded in organizational and social structures… hidden in plain sight by presenting itself as the norm, with patterns of inequality continually reproduced over time.
2. Economic/managerial – e.g. the triumph of neo-liberalism, and sanctity of how ‘the market’ dominates all other ways of thinking leading to irreparable social and environmental damage (for example, Adam Smith’s ‘invisible hand’, and the performativity of ‘leadership’ discourse).
3. Teaching and learning – g. the hidden curriculum and the role of business schools in perpetuating particular ideologies of management and leadership; leadership and management education as a rite of passage; liminal spaces and identity work; critical approaches to teaching leadership.
4. Leadership theory – e.g. the enduring influence of canonical ‘mainstream’ leadership and management theory/research even when ideas have been extensively developed or debunked.
5. Ghosts and Zombies in social media – e.g. social media usage amongst leaders and followers; anonymity, contagion and anarchy in social media.
6. Mysterious forces, conspiracies and ‘puppet’ leaders – e.g. the influence from mysterious/hidden forces, such as interference in political elections, social media influencers, press/media, criminal underworld, secret groups. Who’s really calling the shots?
7. Led by the dead – e.g. the continuing allure and influence of heroic and/or dead leaders; martyred leaders as enduring symbols of the struggle; putting the deceased on a pedestal so that their ideas and practices become unquestionable.
8. The leader who doesn’t know it – e.g. the notion that people who follow are influenced by others without their knowledge.
9. Leadership and mortality – e.g. the power and responsibilities of leadership, and the inevitable loss of power (and life); fear of mortality and defenses against anxiety.
10. Invisible leadership – e.g. a compelling sense of purpose as the key driver of leadership beyond individuals; social movements and public narrative; symbolism in social movements.
11. Leadership and faith – e.g. the messiah as leader; leadership in service of a bigger spiritual/moral cause; differing interpretations but ideas often beyond challenge; sacrifice.
12. The myth of leadership – e.g. leadership portrayed as a significant force for change but this may be illusory; leadership as an empty signifier filled with whatever people want to put into it; provides a sense of reassurance that someone is in charge/there is a plan… when there isn’t.
13. The Ghost in the machine – g. leadership and AI; algorithmic leadership and the gig economy.
14. Ghost Leadership beyond humans – e.g.  ethics and identities in a post human world.

Potential authors are invited to submit a 750-1000-word overview (excluding references) of the proposed focus/content of their chapter to blbsubmissions@gmail.com by Monday 18^th November 2024. Notification of outcomes will be communicated by January 2025, with an initial submission deadline of June 2025 for first draft. Final chapters should be around 5000 words (excluding references). We are particularly keen to receive submissions from junior and emerging scholars and researchers/practitioners from the global South.

Please feel free to contact the editorial team (contact info in links below) to discuss your proposal before submitting – we look forward to hearing from you!

Edited by Professor Richard Bolden (University of the West of England), Dr. Rachel Wolfgramm (University of Auckland) and Dr. Neil Sutherland (UCL School of Management)