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Take your lead: The pleasures of power in universities and beyond

  • Jonathan Robert Gosling (a1)

Abstract

Ken Parry once asked me why I wanted to take the lead on a particular initiative. This paper summarises the answer I'd like to have given him. Taking the lead is pleasurable in three principle ways: it affirms or modifies self-concept, confirms a degree of control over the external world and promises self-transcendence through relationship with others. The paper proposes three categories: identity, influence and interaction, as the basis of an analytic framework for further research into the pleasures of power.

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Copyright

Corresponding author

*Corresponding author. Email: jonathan.gosling@exeter.ac.uk

Footnotes

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Dedicated to Professor Ken Parry.

Footnotes

References

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Bolden, R., Gosling, J., O'Brien, A., Peters, K., Ryan, M., & Haslam, S.A. (2012). Academic leadership: Changing conceptions, identities and experiences in UK Higher Education. London: Leadership Foundation for Higher Education. (64 pages). doi: 10.13140/2.1.1957.6009.
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Foucault, M. (1986). The care of the self: The history of sexuality (Vol. 3). Harmondsworth: Penguin.
Gilligan, C. (1982). In a different voice. Cambridge: Harvard University Press
Gosling, J., & Jones, S. (2018) El liderazgo estratégico y la táctica del poder: de Napoleón Bonaparte a la corporacion moderna/Strategic leadership and the tactics of power: from Naploeon Bonaparte to the modern corporation. In Guimerá Ravian, A. (Ed.), El Liderazgo Estratégico: una aproximación interdisciplina (pp. 131150). Madrid: Ministerio de Defensa
Hadot, P. (1995). Philosophy as a way of life. Oxford: Blackwell.
Kempster, S., & Parry, K. (2019). After leaders: A world of leading and leadership … with no leaders. In Carroll, B., Firth, J. & Wilson, S. (Eds.), After leadership (pp. 6480). Abingdon & New York: Routledge.
Lawrence, W.G. (1979). The management of oneself in role. In Lawrence, W.G. (Ed.), Exploring individual and organizational boundaries (pp.235249) Chichester: Wiley.
Lukes, S. (1973). Power: A radical view. London: Macmillan
Maccoby, M. (1998) Nacissistic leaders: The incredible pros, the inevitable cons. Harvard Business Review November 82(1) (pp. 111).
Sutherland, I., Gosling, J., & Jelinek, J. (2015). Aesthetics of power: Why teaching about power is easier than learning for power, and what business schools could do about it. Academy of Management Journal of Learning and Education 14(4), (pp. 607624).

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Take your lead: The pleasures of power in universities and beyond

  • Jonathan Robert Gosling (a1)

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