APPRECIATIVE NARRATIVES AS LEADERSHIP RESEARCH: MATCHING METHOD TO LENS

Abstract

This chapter explores the potential of appreciative inquiry for doing empirical work on leadership. We use a framework that matches a constructionist theoretical lens, an appreciative and participative stance, a focus on the work of leadership (as opposed to leaders), and multiple methods of inquiry (narrative, ethnographic and cooperative). We elaborate on our experiences with narrative inquiry, while highlighting the value of doing narrative inquiry in an appreciative manner. Finally, we suggest that this particular framework is helping us see how social change leadership work reframes the value that the larger society attributes to members of vulnerable communities.

Citation

Schall, E., Ospina, S., Godsoe, B. and Dodge, J. (2004), "APPRECIATIVE NARRATIVES AS LEADERSHIP RESEARCH: MATCHING METHOD TO LENS", Cooperrider, D.L. and Avital, M. (Ed.) Constructive Discourse and Human Organization (Advances in Appreciative Inquiry, Vol. 1), Emerald Group Publishing Limited, Leeds, pp. 147-170. https://doi.org/10.1016/S1475-9152(04)01007-5