Making a case for a reflexive approach to leadership, the authors draw upon decades of carrying out in-depth studies of professionals trying to "do" leadership. Through interviews with managers and their subordinates, getting a good understanding of organizational context, and critically interpreting their observations considering both leadership theories and a wealth of other perspectives, their celebration of reflexivity is used to question dominant leadership thinking. Considering and challenging various departures from lines of reasoning results in a book that draws upon rich empirical material and which has a number of new, provocative, critical and constructive ideas that help to develop sharper and more thoughtful thinking and practice - both in academic and practical contexts. Suitable for leadership and organisation courses at upper-level undergraduate and upwards (including MBA-classes and Executive Education) and a thought provoking read for practitioners and management development professionals interested in leadership thought.

Chapter 1: Leadership: The Need for a Reflexive ApproachChapter 2: On Reflection and ReflexivityChapter 3: Perspectives on LeadershipChapter 4: Leadership Beyond Ideology, Harmony and All-inclusiveness: The Case for a More Nuanced ViewChapter 5: Leadership and Organizational CultureChapter 6: Followership and Its AlternativesChapter 7: Modes of OrganizingChapter 8: Leadership Varieties: The 5P FrameworkChapter 9: Constraints on Leadership in Managerial WorkChapter 10: Alignment or Misfit in Leadership Constructions?Chapter 11: Reflexive Group Work on Leadership and Its AlternativesChapter 12: Reflexive and Unreflexive LeadershipChapter 13: The Reflexive Follower (LIP)Chapter 14: Conclusions: Reflexivity, Trap-awareness and a Suggested Way Forward