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Resistance Based Leadership - Coggle Diagram
Resistance Based Leadership
In this context, leadership is defined as
a collection of concepts concerned with how meaningful direction is generated, offered, accepted and resisted within and across groups and organisations
Collinson and Ackroyd (2005) identify a continuum of what they call ‘oppositional workplace practices’
Misbeahviour
Self conscious rule braking
Work limitations
Absenteeism
Time wasting
Covert
Dissent
Disagreement
Cynical undermining of management initiatives
Mockery
Overt
Resistance
Strikes And Organised Action
Sabotage
Theft
Destructivness
The actual resistance can be driven by one person or it can be much more collective, and often it moves between being led by an individual to being a group action.
Collinson (1994) states that, as power relationships are always two-way, leaders will to some extent be dependent on followers to exercise their power and followers will have a degree of power and autonomy.
Faces of Power - Fleming and Spicer (2007)
Coercion
Manipulation
Dominance
Subjectification
Faces of Resistance - Fleming and Spicer (2007)
Voice
Escape
Refusal
Creation