Towards a Theory of Leader-Follower Encounter

Abstract

The preceding four chapters have detailed my interpretations of data arising from first-person and co-operative inquiry methods. These methods have been employed in order to explore how Buber’s concept of I-Thou dialogue might inform the theory and practice of relational leadership. Four main findings have been proposed. Firstly ‘turning’ and therefore the quality of encounter could be affected by levels of busyness and the ensuing assessment process. Secondly the pressure to ‘seem’ rather than ‘be’ may strengthen the construction of a façade which might be dismantled in part through disclosure, even though this may feel extremely risky. Thirdly mutuality between leader and follower may be crucially influenced by the way in which ‘leader’, ‘leadership’ and ‘power’ is constructed in the between space. Finally ineffable dialogic moments may occur through sensing a particular quality of encounter amidst a turbulent sea of complexity.