Explaining incongruities between leadership theory and practice: integrating theories of resonance, communication and systems
Leadership & Organization Development Journal
ISSN: 0143-7739
Article publication date: 15 June 2021
Issue publication date: 13 July 2021
Abstract
Purpose
Leadership scholars, practitioners and educators find themselves at a very opportune time, when their subject matter-expertise is of increasing interest across sectors, settings and levels of analysis, as leadership is hailed as both a pressing problem and a promising solution. It is also a challenging time for leadership study—a point in time when incongruities between leadership theories and the observed dynamics and outcomes of leadership in practice have been difficult to ignore. In this article we identify and discuss several problematic incongruities, explore possible reasons for these gaps and outline an integrated view of theories of resonance, communication and systems to address these discontinuities and advance our understanding of leadership theory and practice.
Design/methodology/approach
Building upon the intersection of theories of resonance, communication and systems in this conceptual article, we advance a line of renewed macro-level thinking on the topic of leadership as social influence, resulting in what we describe as leadership resonance theory.
Findings
This article advances an explanation of leadership as a phenomenon that is co-constructed through the communicative connections established between leaders and followers. These connections are mutually-defining, mutually-reinforcing and mutually-causal. Resonance, activation and cultivation are central concepts in the proposed framework, introduced to help explain dynamics and outcomes that seem unpredictable or unexplainable when focusing attention solely on a leader or followers in isolation of one another at a single moment in time.
Originality/value
This framework offers an original, nuanced and integrated way of thinking about leadership in terms of communication, social influence and systems theory, and it helps to explain gaps between the guidance provided by leadership theory and observed leadership outcomes in practice. The proposed framework can help to explain observed leader–follower behaviors, dynamics and outcomes, irrespective of whether they are seen as desirable or comfortable, whether they are necessarily aligned with extant theories or guidance on preferred practices and whether or not they align with traditional values in a personal, organizational or societal context.
Keywords
Citation
Ruben, B.D. and Gigliotti, R.A. (2021), "Explaining incongruities between leadership theory and practice: integrating theories of resonance, communication and systems", Leadership & Organization Development Journal, Vol. 42 No. 6, pp. 942-957. https://doi.org/10.1108/LODJ-02-2021-0072
Publisher
:Emerald Publishing Limited
Copyright © 2021, Emerald Publishing Limited