ILA Fellow, Professor Dennis Tourish, shares his current thinking in this blog post updating and adapting a chapter from his 2019 book, Management Studies in Crisis: Fraud, Deception and Meaningless Research.
As the rate of COVID vaccination increases globally, and as restrictions put in place to lower the risk of infection are gradually lifted, organizations will be faced with how they will adapt. Those responsible for leading what are imminent changes in their institutions are facing a huge challenge – the precarious nature of the change process.
Editors: Lois Ruskai Melina, Gloria J. Burgess, Lena Lid Falkman and Antonio Marturano
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Is it not time we stopped asking what leaders and science can do to fight COVID-19 and ask instead what followers should be doing? Accepting that we are facing a complex and unpredictable situation, how do we stop calling for simple solutions, learn to live with uncertainty, and take responsibility for our own actions?
Being positive can facilitate transformational leadership but taken to extremes it can become insincere and manipulative. Excessive positivity constitutes a significant barrier to reflection and learning. By silencing critical voices, Prozac leadership has hindered our leaders’ response to the pandemic.
We often hear that we are living in an unprecedented time. But there is nothing unprecedented about the sudden onset of life-threatening, systems-shaking shocks. Leadership of denial or salvation are common responses, but with care and thoughtfulness, a third kind of leadership may emerge: leadership of adaptation.
At this time of social distancing, Bobby Austin calls for us to embrace “Public Kinship” to help tend to the fracturing and crumbling of our social infrastructure. Public Kinship is based on personal self-leadership – what we do for ourselves, for each other, and for the common good.
Mike Hardy discusses the work of the Centre for Trust, Peace, & Social Relations at Coventry University as well as his own transformative journey towards embodying peace.
With Linda Fisher Thornton
Ted Baartmans consults leaders, government officials, and international boards in their presence and communication. He studied geography and cultural anthropology at the University of Utrecht and public administration and government communication at the University of Leiden. He also studied crisis communication at Northwestern University.
Dr. Corey Seemiller is an associate professor in the Department of Leadership Studies in Education and Organizations at Wright State University. She is a leading expert on Gen Z and a prolific scholar in the space of leadership education.