The purpose of this paper is to develop a more comprehensive understanding of the multidimensional, ambivalent and responsive process of transformation, particularly as related to non‐cognitive processes and effects of leader‐ and followership.
Based on a critical literature review, advanced phenomenology and a relational approach, the significance of form and embodied, emotional and aesthetic dimensions, potential and effects of transforming in general and transformational leadership in particular are discussed.
Transformations in organisations are recognized as an embodied, emotional and aesthetical as well as inter‐relational event. With an extended understanding, transformational leadership can itself be transformed into an aesthetically in‐formed and more integral practice of leader‐ and followership. Building on the insights gained, practical, theoretical, and methodological implications are provided. Furthermore, limitations and problems are discussed.
The paper contributes to an innovative comprehension and offers critical perspectives on transformative processes in organisation and leadership. By drawing attention to the interrelated embodied, emotional and aesthetic dimensions of transformation, the paper develops a genuine and timely conceptualisation, allowing a creative transformation of conventional understandings and practices of leader‐ and followership in organisations.
Kuepers, W. (2011), "“Trans‐+‐form”: Leader‐ and followership as an embodied, emotional and aesthetic practice for creative transformation in organisations", Leadership & Organization Development Journal, Vol. 32 No. 1, pp. 20-40. https://doi.org/10.1108/01437731111099265Download as .RIS
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