What is it about?
This paper features a collaborative autoethnography focusing on the identity struggles managers face when attempting to promote leaderful practices in environments not always receptive to collective approaches. Written for the journal, Management Learning, it shows how these struggles can become a source of leadership learning through the vulnerability experienced by the managers in their ongoing shared experiences.
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Why is it important?
It is one of the first papers to probe how new managers cope with the strain they experience when they try to introduce collective leadership practices in unreceptive environments.
Read the Original
This page is a summary of: A collaborative autoethnography of embodied leadership struggles: The case of leaderful practices in a university context, Management Learning, June 2026, SAGE Publications,
DOI: 10.1177/13505076261455018.
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