The Open UniversitySkip to content
 

Caring Leadership: A Heideggerian Perspective

Tomkins, Leah and Simpson, Peter (2015). Caring Leadership: A Heideggerian Perspective. Organization Studies, 36(8) pp. 1013–1031.

Full text available as:
[img]
Preview
PDF (Accepted Manuscript) - Requires a PDF viewer such as GSview, Xpdf or Adobe Acrobat Reader
Download (246kB) | Preview
DOI (Digital Object Identifier) Link: https://doi.org/10.1177/0170840615580008
Google Scholar: Look up in Google Scholar

Abstract

This paper develops the idea of caring leadership based on Heidegger’s philosophy of care. From this perspective, caring leadership is grounded in the practices of ‘leaping-in’ and ‘leaping-ahead’ as modes of intervention in the affairs of the world and the efforts of others. This involves gauging and taking responsibility for the ramifications of intervention, balancing the urge for certainty of outcome and visibility of contribution with the desire to encourage and enable others. Our analysis suggests several twists to contemporary leadership debates. We argue that the popular models of transactional and transformational leadership are to be critiqued not for their over-reliance, but rather, their under-reliance on agency. This is a different kind of agency to that of heroic or charismatic models. It involves tolerance of complexity and ambivalence; a rich sense of temporal trajectory; concern for one’s presence in the world; and crucially, the ability to resist the soothing normativity of ‘best practice’. From this position, we argue that the problem with the growing scholarly interest in an ethic of care is that it provides too tempting a recipe to follow. In a Heideggerian view, caring leadership has little to do with compassion, kindness or niceness; it involves and requires a fundamental organization and leadership of self.

Item Type: Journal Item
Copyright Holders: 2015 The Authors
ISSN: 1741-3044
Keywords: authenticity; best practice; care; caring leadership; discourse; Heidegger; intervention; knowing; temporality; transformational leadership
Academic Unit/School: Faculty of Business and Law (FBL) > Business > Department for People and Organisations
Faculty of Business and Law (FBL) > Business
Faculty of Business and Law (FBL)
Item ID: 44514
Depositing User: Leah Tomkins
Date Deposited: 02 Oct 2015 09:34
Last Modified: 10 Sep 2019 14:26
URI: http://oro.open.ac.uk/id/eprint/44514
Share this page:

Metrics

Altmetrics from Altmetric

Citations from Dimensions

Download history for this item

These details should be considered as only a guide to the number of downloads performed manually. Algorithmic methods have been applied in an attempt to remove automated downloads from the displayed statistics but no guarantee can be made as to the accuracy of the figures.

Actions (login may be required)

Policies | Disclaimer

© The Open University   contact the OU