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Palgrave Macmillan

Performing Leadership

  • Book
  • © 2009

Overview

Authors:
  1. Edward Peck

    1. University of Birmingham, UK

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  2. Helen Dickinson

    1. University of Birmingham, UK

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Table of contents (11 chapters)

  1. Front Matter

    Pages i-vii
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  2. Section 1

    1. Front Matter

      Pages 1-1
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    2. Prologue: Why Write Another Book About Leadership?

      • Edward Peck, Helen Dickinson
      Pages 3-10

  3. Putting Performance in the Picture

    1. Front Matter

      Pages 11-12
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    2. In Search of the Leaderful Self: The Rise and Rise of the Psychological Paradigm of Leadership

      • Edward Peck, Helen Dickinson
      Pages 13-37

    3. The Dogs that Rarely Barked: Alternative Conceptions of Leadership

      • Edward Peck, Helen Dickinson
      Pages 38-62

    4. Performing Leadership: “is”, “as”, Enactment, Narrative and Audience

      • Edward Peck, Helen Dickinson
      Pages 63-84

  4. Enactment, Narrative and Audience

    1. Front Matter

      Pages 85-86
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    2. Rowan Williams not Rowan Atkinson: Rituals and Performative Leadership

      • Edward Peck, Helen Dickinson
      Pages 87-100

    3. The Warp and Weft of Organisational Life: Relationships and Performative Leadership

      • Edward Peck, Helen Dickinson
      Pages 101-113

    4. A Beginning, a Middle and an End: Narratives in Organisations

      • Edward Peck, Helen Dickinson
      Pages 114-130

    5. Is Anybody There? The Nature of Audiences

      • Edward Peck, Helen Dickinson
      Pages 131-153

  6. Section 5

    1. Front Matter

      Pages 187-187
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    2. Epilogue: Theory and Research in the Performative Theory of Leadership

      • Edward Peck, Helen Dickinson
      Pages 189-194

  7. Back Matter

    Pages 195-223
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Keywords

About this book

A rigorous analysis of the implications of leadership being seen literally or metaphorically as a performance. The book introduces a framework which examines the performance of leadership through the dimensions of enactment, narrative and audience, focusing throughout on the ways in which managers can apply these ideas in their own leadership.

Authors and Affiliations

  • University of Birmingham, UK

    Edward Peck, Helen Dickinson

About the authors

After spending 15 years as a senior public service manager, EDWARD PECK has held senior appointments at Kings College London, UK and the University of Birmingham, UK. At Birmingham, he has previously directed both the Health Services Management Centre and the School of Public Policy whilst undertaking research, teaching and consultancy that have supported the development of public services in the UK. He is currently Head of the College of Social Sciences.
 
HELEN DICKINSON heads up the health and social care programme at the Health Services Management Centre at the University of Birmingham, UK. In addition to publishing widely on the topic of health and social care partnership working, Helen has a keen interest in critical theories – particularly in the way these might be applied to studies of leadership.

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