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Leadership practices by senior position holders in Higher Educational Research Institutes: Stealth power in action

Date
2019
Abstract
Using the concept of stealth power and a critical realist perspective, this article identifies leadership practices that obscure the centralisation of power, drawing on data from interviews with 25 academic decision-makers in formal leadership positions in HERIs in Ireland, Italy and Turkey. Its key contribution is the innovative operationalisation of stealth power and the inductive identification of four practices which obscure that centralised power, i.e. rhetorical collegiality, agenda control, in-group loyalty and (at a deeper level) the invisibility of gendered power. The purpose of the article is emancipatory: by creating an awareness of these leadership practices, it challenges their persistence.
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Description
peer-reviewed
Publisher
SAGE Publications Ltd.
Citation
Leadership;15 (6), pp. 722-743
Collections
Sociology
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OConnor_2019_Leadership.pdf
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Keywords
leadership practices, stealth power, Higher Education Research Institutes, senior position holders, rhetorical collegiality, agenda control, in-group loyalty, invisibility of gendered power, centralised power, interviews
ULRR Identifiers
https://researchrepository.ul.ie/handle/10344/8203
 https://doi.org/10.34961/8761
Funding code
Funding Information
Sustainable Development Goals
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Type
Article
Rights
https://creativecommons.org/licenses/by-nc-sa/1.0/
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