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

Pat O’Connor; Patricia Y. Martin; Teresa Carvalho; Clare O’ Hagan; Liria Veronesi; Ornella Mich; Gulsun Saglamer; Mine G. Tan; Hulya Caglayan

doi:10.1177/1742715019853200

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

Pat O’Connor, Patricia Y. Martin, Teresa Carvalho, Clare O’ Hagan, Liria Veronesi, Ornella Mich, Gulsun Saglamer, Mine G. Tan, Hulya Caglayan

Research output: Contribution to journal › Article › peer-review

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.

Original language	English
Pages (from-to)	722-743
Number of pages	21
Journal	Leadership
Volume	15
Issue number	6
DOIs	https://doi.org/10.1177/1742715019853200
Publication status	Published - 1 Dec 2019

Keywords

Higher Education Research Institutes
Leadership practices
agenda control
centralised power
in-group loyalty
interviews
invisibility of gendered power
rhetorical collegiality
senior position holders
stealth power

Access to Document

10.1177/1742715019853200

Cite this

@article{d439a00262ff4a3ba6d31f8f1707ed00,

title = "Leadership practices by senior position holders in Higher Educational Research Institutes: Stealth power in action?",

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.",

keywords = "Higher Education Research Institutes, Leadership practices, agenda control, centralised power, in-group loyalty, interviews, invisibility of gendered power, rhetorical collegiality, senior position holders, stealth power",

author = "Pat O{\textquoteright}Connor and Martin, {Patricia Y.} and Teresa Carvalho and Hagan, {Clare O{\textquoteright}} and Liria Veronesi and Ornella Mich and Gulsun Saglamer and Tan, {Mine G.} and Hulya Caglayan",

note = "Publisher Copyright: {\textcopyright} The Author(s) 2019.",

year = "2019",

month = dec,

day = "1",

doi = "10.1177/1742715019853200",

language = "English",

volume = "15",

pages = "722--743",

journal = "Leadership",

issn = "1742-7150",

number = "6",

}

TY - JOUR

T1 - Leadership practices by senior position holders in Higher Educational Research Institutes

T2 - Stealth power in action?

AU - O’Connor, Pat

AU - Martin, Patricia Y.

AU - Carvalho, Teresa

AU - Hagan, Clare O’

AU - Veronesi, Liria

AU - Mich, Ornella

AU - Saglamer, Gulsun

AU - Tan, Mine G.

AU - Caglayan, Hulya

N1 - Publisher Copyright: © The Author(s) 2019.

PY - 2019/12/1

Y1 - 2019/12/1

N2 - 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.

AB - 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.

KW - Higher Education Research Institutes

KW - Leadership practices

KW - agenda control

KW - centralised power

KW - in-group loyalty

KW - interviews

KW - invisibility of gendered power

KW - rhetorical collegiality

KW - senior position holders

KW - stealth power

UR - http://www.scopus.com/inward/record.url?scp=85066838410&partnerID=8YFLogxK

U2 - 10.1177/1742715019853200

DO - 10.1177/1742715019853200

M3 - Article

AN - SCOPUS:85066838410

SN - 1742-7150

VL - 15

SP - 722

EP - 743

JO - Leadership

JF - Leadership

IS - 6

ER -

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

Abstract

Keywords

Access to Document

Other files and links

Fingerprint

Cite this