Suchergebnisse

Employing a critical approach typical of humanities-based research, this article investigates the changing nature of toxic leadership in our digital world. Drawing on the perspective of media ecology, which asserts that the prevailing communication technologies at a given moment create the social conditions that, in turn, condition us, the authors illustrate how the digital logics of publicity, intransigence, impertinence, and impulsivity remake the contours of leadership. Based on a critical case study of Elon Musk's public management of Twitter, which has subsequently been rebranded as "X", it is argued that the four digital logics transform toxic leadership into digital authoritarianism, an unabashed form of authoritarian rule. A concluding section of the essay explores the implications of this evolution for traditional categories of leadership; the importance of attending to communication technologies in leadership research; and the individual, institutional, and social harms of digital authoritarianism.

This study addresses theoretical and contextual weaknesses of symbolic convergence theory (SCT) through a fantasy theme analysis of a life enrichment group (i.e., an all-female club rugby team). By using a variety of data sources, including group social media posts, participant observation, and interviews, the authors found two concurrent rhetorical visions present within this group: belong and triumph. These visions were created through member chaining of fantasy themes. In contrast with current assumptions of SCT, results indicated several tensions within concurrent fantasy themes and the two rhetorical visions. Theoretical and pragmatic implications for transferability and application of symbolic convergence and fantasy themes in other life enrichment groups are discussed.

"As we prepare this revision, we are struck by how many important developments have happened in the world around us since the 15th edition. From the COVID-19 pandemic to what can seem like unprecedented social divides, our day-to-day lives feel different this time around. We worked hard in this revision to capture what some of those developments might mean for the future of effective group discussions. Our focus continues to be communication: how communication creates, maintains, and changes a group through interaction among members and with the group's environment. We encourage members and leaders to employ effective and ethical principles of communication, so their group experiences are as rewarding as they can be"--

The increased reliance on interorganizational collaborations (ICs) has created new challenges for leaders. They must attempt to apply leadership theories and behaviors developed primarily for leading within one organization or group to leading collaborations of multiple organizations and stakeholders. To provide insight into this issue, this study examines leadership behavior in an IC developing a strategic plan to promote changes to address public health and safety concerns related to substance abuse. Combining observations and interviews, we followed a statewide interagency taskforce in a southwestern state of the United States from its inception through completion of its strategic plan within a 10-month deadline. Findings show different leadership behaviors were integrated and evolved over time to strike a balance between decision-making effectiveness and efficiency. In particular, the findings support recent research on examining leadership behavior holistically to develop a 'fuller full-range' leadership perspective (Antonakis and House, 2014), especially in terms of how collectivistic and instrumental leadership should complement transformational leadership, and by demonstrating that the combinations of leadership change over time and occur at multiple levels. These findings provide guidance for future practice and research on ICs promoting change.