Skip to main content
SpringerLink
Log in
Book cover

Leadership, Gender, and Organization pp 139–165Cite as

Systemic Leadership, Gender, Organization

  • Chapter
  • First Online:

Part of the book series: Issues in Business Ethics ((IBET,volume 27))

Editors’ Introduction

Painter-Morland’s earlier research into the emergence of leadership within complex adaptive systems drew heavily on the research of Collier and Esteban and Mary Uhl-Bien et al. In this paper, she takes this work one step further by rethinking gender dynamics from this systemic perspective within the context of organizational leadership. Painter-Morland reminds us that both gender, and notions of “leadership” are socially constructed, and thus subject to revision and change. Systems thinking allows us to acknowledge the multidirectional, tacit influences that play a role in the ways people “lead” in organizations. Under certain organizational conditions a relational, systemic model of leadership emerges, which allows individuals who don’t necessarily occupy positions of authority to lead in their own unique ways when the circumstances call for it.

This is a preview of subscription content, log in via an institution.

Chapter
USD   29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD   99.00
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD   129.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD   129.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Learn about institutional subscriptions

References

  • Alexander, J. (2006). The challenge of complexity. In F. Hesselbein and M. Goldsmith (eds.), The Leader of the Future: Visions, Strategies and the New Era. San Francisco, CA: Leader to Leader Institute, Josey Bass, pp. 90–91.

    Google Scholar 

  • Andersen, J.A. (2005). Trust in managers: A study of why Swedish subordinates trust their managers. Business Ethics: A European Review 14(4):392–395.

    Google Scholar 

  • Brown, S.E. and L.K. Trevino (2006). Ethical leadership: A review and future directions. The Leadership Quarterly 17(6):595–616.

    Google Scholar 

  • Collier, J. and R. Esteban (2000). Systemic leadership: Ethical and effective. The Leadership and Organizational Development Journal 21(4):207–215.

    Google Scholar 

  • Collins, J. and J.I. Porras (2002). Built to Last: Successful Habits of Visionary Companies. New York, NY: HarperBusiness Essentials.

    Google Scholar 

  • Eagly, A.H. and L.L. Carli (2007). Women and the labyrinth of leadership. Harvard Business Review 85(9):62–71.

    Google Scholar 

  • Eagly, A.H. and B.T. Johnson (1990). Gender and leadership style: A meta-analysis. Psychological Bulletin 108(2):233–256.

    Google Scholar 

  • Edgeman, R.L. and F. Scherer (1999). Systemic leadership via core value deployment. The Leadership and Organization Development Journal 20(2):94–98.

    Google Scholar 

  • Friedman, A.A. (2004). Beyond mediocrity: Transformational leadership within a transactional framework. International Journal of Leadership Education 7(3):206.

    Google Scholar 

  • Gmür, M. (2006). The gendered stereotype of the ‘good manager’ sex role expectations towards male and female managers. Management Revue 17(2):116.

    Google Scholar 

  • Heifetz, R.A. (2006). Anchoring leadership in the work of adaptive progress. In F. Hesselbein and M. Goldsmith (eds.), The Leader of the Future: Visions, Strategies and the New Era. San Francisco, CA: Leader to Leader Institute, Josey Bass, pp. 78–80.

    Google Scholar 

  • Hewlett, S.A., C.B. Luce and C. West (2005). Leadership in your midst. Harvard Business Review 83(11):74–82.

    Google Scholar 

  • Holt, S., R. Bjorklund and V. Green (2009). Leadership and culture: Examining the relationship between cultural background of leadership perceptions. Journal of Global Business 3(2):149–164.

    Google Scholar 

  • Ibarra, H. and O. Obodaru (2009, January). Women and the vision thing. Harvard Business Review 69.

    Google Scholar 

  • Jacobs, D. (2007, September/October). Powerplay: Women, leadership and the getting of power. Ivey Business Journal.

    Google Scholar 

  • Kanji, G.K. and P. Moura (2001). Measuring leadership excellence. Total Quality Management 12(6):704.

    Google Scholar 

  • Klenke, K. (2005). Corporate values as multi-level, multi-domain antecedents of leader behaviors. International Journal of Manpower 26(1):50–66.

    Google Scholar 

  • Knights, D. and M. O’Leary (2005). Reflecting on corporate scandals: The failure of ethical leadership. Business Ethics: A European Review 14(4):359–366.

    Google Scholar 

  • Kranz, J. (1990). Lessons from the field: An essay on the crises of leadership in contemporary organizations. The Journal of Applied Behavioral Science 26(1):49–64.

    Google Scholar 

  • Maak, T. and N.M. Pless (2006). Responsible leadership. A relational approach. In T. Maak and N. Pless (eds.), Responsible Leadership. London: Routledge, p. 33.

    Google Scholar 

  • Office of the Public Service Commission (2008). Gender Mainstreaming Initiative in the Public Service. Pretoria: OPSC, p. 17.

    Google Scholar 

  • Plowman, D.A., S. Solansky, T.E. Beck, L. Baker, M. Kulharni and D.V. Travis (2007). The role of leadership in emergent self-organization. The Leadership Quarterly 18(4):341–356.

    Google Scholar 

  • Porras, J., S. Emery and M. Thompson (2006). Success Built to Last: Creating a Life that Matters. Upper Saddle River, NJ: Wharton School Publishing, p. 24.

    Google Scholar 

  • Psychogios, A.G. (2007). Towards the transformational leader: Addressing women’s leadership style in modern business management. Journal of Business and Society 20:160–180.

    Google Scholar 

  • PricewaterhouseCoopers (PwC) (2007). The Leaking Pipeline: Where are our Female Leaders?. Available at: http://www.pwc.com/gx/en/women-at-pwc/the-leaking-pipeline.jhtml (Accessed on January 3, 2011).

  • Reuvers, M., M.L. van Engen, C.J. Vinkelburg and E. Wilson-Evered (2008). Tranformational leadership and innovative work behavior: Exploring the relevance of gender difference. Leadership and Innovation 17(3):227–241.

    Google Scholar 

  • Roosevelt Thomas, R. Jr. (2006). Diversity management: An essential craft for future leaders. In F. Hesselbein and M. Goldsmith (eds.), The Leader of the Future: Visions, Strategies and the New Era. San Francisco, CA: Leader to Leader Institute, Josey Bass, pp. 47–50.

    Google Scholar 

  • Senge, P. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization. New York, NY: Doubleday

    Google Scholar 

  • Senge, P. (2006). Systems citizenship: the leadership mandate for this millennium. Leader to Leader 41:21–26.

    Google Scholar 

  • Senge, P. and K.H. Kaufer (2000). Communities of leaders or no leadership at all. In B. Kellerman and L.R. Matusak (eds.), Cutting Edge: Leadership 2000. College Park, MD: James Macgregor Burns Academy.

    Google Scholar 

  • Soares, R., N.M. Carter and J. Combopiano (2009). Catalyst Sensus: Women in Executive Officers and Top Earners. Published by Ernst and Young. http://www.catalyst.org/publication/358/2009-catalyst-census-fortune-500-women-executive-officers-and-top-earners

  • Thomas, W.J. (2005). A framework for organizational virtue: The interrelationship of mission, culture and leadership. Business Ethics: A European Review 14(4):374.

    Google Scholar 

  • Tichy, N.M. and C. DeRose (2006). Leadership judgment at the front line. In F. Hesselbein and M. Goldsmith (eds.), The Leader of the Future: Visions, Strategies and the New Era. San Francisco, CA: Leader to Leader Institute, Josey Bass, pp. 200–201.

    Google Scholar 

  • Uhl-Bien, M. (2006). Relational leadership theory. Review issue of Leadership Quarterly 17(6):662.

    Google Scholar 

  • Uhl-Bien, M., R. Marion and B. McKelvey (2007, August). Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly 18(4):298–318.

    Google Scholar 

  • Weick, K. (2001). The attitude of wisdom. In Making Sense of Organizations. Oxford: Blackwell, p. 167.

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Department of Philosophy, DePaul University, Chicago, IL, 60614-3208, USA

    Mollie Painter-Morland

  2. Department of Philosophy, University of Pretoria, Pretoria, South Africa

    Mollie Painter-Morland

Authors
  1. Mollie Painter-Morland
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Mollie Painter-Morland .

Editor information

Editors and Affiliations

  1. School of Business, De Paul University, Jackson Boulevard, Chicago, 60614, Illinois, USA

    Patricia Werhane

  2. Dept. Philosophy, DePaul University, N. Clifton Ave. 2352, Chicago, 60614, Illinois, USA

    Mollie Painter-Morland

Rights and permissions

Reprints and permissions

Copyright information

© 2011 Springer Science+Business Media B.V.

About this chapter

Cite this chapter

Painter-Morland, M. (2011). Systemic Leadership, Gender, Organization. In: Werhane, P., Painter-Morland, M. (eds) Leadership, Gender, and Organization. Issues in Business Ethics, vol 27. Springer, Dordrecht. https://doi.org/10.1007/978-90-481-9014-0_9

Download citation

Publish with us

Policies and ethics

Search

Navigation