Vulnerability and construction of leadership in self-managing organizational context – team level perspective

Research output: Contribution to conferencePaperScientificpeer-review


Self-managing organizations (SMOs) and less-hierarchical forms of organizing have recently been under intensive scrutiny. Real-life experiments where the reporting lines between supervisors and subordinates have been severed, have become more common (Lee and Edmondson, 2017; Martela, 2019). As a result, also leadership in SMOs have aroused interest of numerous organization and management scholars. Traditionally, leadership research has focused on leader-follower relationships and on leaders as individuals (Pearce & Manz, 2005). However, in self-managing organizations more collective leadership concepts seem to be more appropriate (Barnett and Weidenfeller, 2016). In this paper we build on the post-heroic approach to leadership. We draw on a conceptualization of leadership as non-hierarchical, distributed throughout the organization as a relational practice of collaboration, empathy, trust and empowerment (Pearce & Manz, 2005; Cunliffe and Eriksen, 2011 Denis, Langley & Sergi, 2012).
Original languageEnglish
Publication statusPublished - 2022
MoE publication typeNot Eligible
EventInternational Studying Leadership Conference - University of Sussex Business School, Brighton, United Kingdom
Duration: 11 Dec 202213 Dec 2022
Conference number: 21


ConferenceInternational Studying Leadership Conference
Abbreviated titleISLC
Country/TerritoryUnited Kingdom


  • Leadership
  • Self-managing organisation
  • vulnerability


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