Dialogue and deliberation as expressions of democratic leadership in participatory organizational change
Journal of Organizational Change Management
ISSN: 0953-4814
Article publication date: 10 February 2012
Abstract
Purpose
The purpose of this paper is to make the case, firstly, that democratic leadership, referred to as “leaderful practice,” should be the fundamental form of leadership that characterizes participatory organizational change. The parties affected by change are those engaged who seek to reflect upon their own tacit collective practices. Their mode of communication is a dialogue or deliberation that involves the responsible parties to decision making without privileging particular stakeholders because of their status or authority. Thus, it is purported, secondly, that the three practice elements of democratic leadership, dialogue, and deliberation should be included among the bedrock principles of participatory organizational change.
Design/methodology/approach
A critical conceptual examination is undertaken of the contribution of three alternative literature streams – leaderful practice, dialogue, deliberation – to participatory organizational change.
Findings
Dialogue, an authentic exchange between people, and its decision‐making cousin, deliberation, can become the communication modes associated with participatory organizational change. They are each characterized by equality of participation; thus they are inherently democratic processes that should substitute for top‐down or monologic discourses, which are inimical to participatory practice.
Practical implications
If organization development and comparable participatory change processes claim at their core to be democratic processes, their exponents would endorse a leadership and communication that would preferably match their value system. There would be a shared communication by all those who are involved in the change activity, wherever they may sit within the organizational bureaucracy. The communication would become a multiple‐party reflective conversation that is captured in the mode called dialogue.
Originality/value
By focusing on critical reflection, the dialogic perspective with its emancipatory interest challenges common sense assumptions that are likely to be historical and cultural as psychological. Ultimately, dialogue supports democratic leadership at a core interpersonal level in which participants learn to engage through a reflective practice that allows them to observe and experiment with their own collective tacit processes in action.
Keywords
Citation
Raelin, J.A. (2012), "Dialogue and deliberation as expressions of democratic leadership in participatory organizational change", Journal of Organizational Change Management, Vol. 25 No. 1, pp. 7-23. https://doi.org/10.1108/09534811211199574
Publisher
:Emerald Group Publishing Limited
Copyright © 2012, Emerald Group Publishing Limited