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Dear colleagues

After two wonderful leadership symposia, on Rhodes and on Mykonos, next year's Interdisciplinary Perspectives on Leadership Symposium is going to take us to the beautiful Greek island of Crete from 10-12 of May. Its theme is "What leaders actually do". See details below for the CfP. Hope to see many of you there.

Kind regards, Olga and Niels

Call for Papers 3^rd Interdisciplinary Perspectives on Leadership Symposium Theme:

"What leaders actually do"

10-12 May 2018,

Crete, Greece

www.leadership-symposium.com

Conveners:

·         Niels Van Quaquebeke, Professor for Leadership and Organizational Behavior, Kühne Logistics University, GER (ipl.symposium@gmail.com)

·         Olga Epitropaki, Professor of Management, Durham University Business School, UK (ipl.symposium@gmail.com)

Keynote Speakers:

·         John Antonakis, Professor of Organizational Behavior, University of Lausanne, Switzerland

·         Jeffrey R. Edwards, Belk Distinguished Professor of Organizational Behavior, KenanFlagler Business School, University of North Carolina, USA

·         Monisha Pasupathi, Professor of Developmental Psychology, University of Utah, USA

About the Theme: What leaders actually do: Actions and Words Leadership as a field has been labelled "curiously unformed" (Hackman & Wageman, 2007: 43). Indeed, the proliferation of ever more Gestalt-type leadership theories has led to a state where many concepts significantly overlap or are not clear in their actual definition (e.g., Van Quaquebeke & Felps, 2017). The leadership field lacks theoretical refinement i.e., exposure of theories to stringent tests and modification or elimination of theories that do not pass the empirical test (e.g., Edwards, 2010; Edwards & Christian, 2014). Key conceptual challenges associated with broad theories in leadership include tautology (Day, 2014, ch. 38), failure to provide theoretically sound inclusion and exclusion criteria (Johnson, Rosen, & Chang, 2011), concept traveling (Yg, 1989), and vagueness (Hirsch & Levin, 1999), with the result being definitional wrangling about how various concepts should be defined (see, for example, Colquitt et al., 2001; van Knippenberg & Sitkin, 2013) and what their effects are (Antonakis, Bendahan, Jacquart, & Lalive, 2014). The ripples of that can also be felt in the leadership industry, which Pfeffer (2015) called out as "Leadership BS". Against this background, the upcoming third Interdisciplinary Perspectives on Leadership Symposium (IPLS) seeks to inspire leadership researchers to explore a different direction, that is, in the tradition of Henry Mintzberg, John Kotter, and Rosemary Stewart, we feel it is time to become true observers of and theorizers on leadership practice in its basic building blocks. By that we mean a focus on what leader actually do and say in practice, which manifest in the many micro-dynamics throughout a leader's working day. This also includes issues of language, embodiment, body language, or material presence (e.g., Reh, Van Quaquebeke & Giessner, 2017; Pasupathi, & Billitteri, 2015; Pasupathi, McLean, & Weeks, 2009; Van Quaquebeke & Felps, 2017). The knowledge about basic building blocks is not only relevant for more nuanced theorizing with more potential for theoretical integration, but also for creating more actionable, to the point interventions for practice (e.g., Antonakis, Fenley, & Liechti, 2011). The 3nd IPLS symposium aims at bringing together like-minded scholars from around the world who are specifically interested in these basic building blocks of leadership.

The following is a list of indicative, but not exhaustive topic areas, all of which could be addressed:

·         Which (new) methodologies can help us operationalize and test the basic blocks of leadership?

·         Which concrete communication behaviors can we observe in leadership practice and with what effects?

·         What is the communication content that is unique to leader-follower interactions vs. interactions among other organizational actors?

·         How do leaders manage their network?

·         Which decisions do leaders actually take? And how do they go about them? 3

·         How can theories of discourse and language inform our understanding of leadership phenomena?

·         How do leaders manage themselves? What role do sleep, hobbies, and concrete family activities play?

·         When and how do nonverbal behaviors help leaders emerge and/or be effective?

·         Which antecedents (structural and individual) influence leader communication and 'material presence'?

·         What is the role of organizational structures and space?

·         How does technology and virtuality impact leaders' actions and words?

·         How do voice and bodies influence power dynamics in leader-follower interactions? (e.g. body synchrony, eye movement, etc.)

·         How can facial expressions and gestures convey leadership messages and influence decision making?

·         What and when do aspects of leadership trainings actually translate into actual leadership practice?

·         What role do time differences (i.e. asynchrony) play in leadership (e.g., leading across time zones)?

·         How can the arts and the humanities (e.g., theatre and dance studies) contribute to our theorizing and operationalizing of leadership embodiment?

·         How do offices impact leadership and the effects of leadership?

·         What is the impact of actual words and actions on leadership style perceptions?

·         What is the role of 'respectful inquiry' (i.e., asking questions and listening) for leader-follower interactions?

References

Antonakis, J., Bendahan, S., Jacquart, P., & Lalive, R. (2010). On making causal claims: A review and recommendations. The Leadership Quarterly, 21(6), 1086-1120.

Antonakis, J., Fenley, M., & Liechti, S. (2011). Can charisma be taught? Tests of two interventions. Academy of Management Learning & Education, 10(3), 374-396.

Colquitt, J. A., Conlon, D. E., Wesson, M. J., Porter, C. O. L. H., & Ng, K. Y. (2001). Justice at the millenium: A meta-analytic review of 25 years of organizational justice research. Journal of Applied Psychology, 86(3), 425–445.

Day, D. V. 2014. The future of leadership: Challenges and prospects. In D. V. Day (Ed.), The Oxford handbook of leadership and organizations: 859–867. Oxford, UK: Oxford University Press. Edwards, J. R. (2010). Reconsidering theoretical progress in organizational and management research. Organizational Research Methods, 13, 615-619.

Edwards, J. R., & Christian, M. S. (2014). Using accumulated knowledge to calibrate theoretical propositions. Organizational Psychology Review, 4, 279-291. 4

Hackman, J. R., & Wageman, R. 2007. Asking the right questions about leadership: Discussion and conclusions. American Psychologist, 62(1): 43–47.

Hirsch, P. M., & Levin, D. Z. (1999). Umbrella advocates versus validity police: A life-cycle model. Organization Science, 10(2), 199–212.

Johnson, R. E., Rosen, C. C., & Chang, C. H. D. 2011. To aggregate or not to aggregate: Steps for developing and validating higher-order multidimensional constructs. Journal of Business and Psychology, 26(3): 241–248.

Pfeffer, J. (2015). Leadership BS: Fixing workplaces and careers one truth at a time. New York , NY: HarperCollins.

Pasupathi, M., & Billitteri, J. (2015). Being and becoming through being heard: Listener effects on stories and selves. International Journal of Listening, 29, 67-84.

Pasupathi, M., McLean, K. C., & Weeks, T. (2009). To tell or not to tell: Disclosure and the narrative self. Journal of Personality, 77, 89-124.

Reh, S., Van Quaquebeke, N., & Giessner, S. R. (in press). The aura of charisma: A review on the embodiment perspective as signaling. The Leadership Quarterly.

van Knippenberg, D., & Sitkin, S. B. (2013). A critical assessment of charismatic- transformational leadership research: Back to the drawing board? Academy of Management Annals, 7(1), 1–60

Van Quaquebeke, N., & Felps, W. (in press). Respectful Inquiry: A motivational account of leading through asking question and listening. Academy of Management Review. Yg, C. A. B. O. (1989). Concept fallibility in organizational science. Academy of Management Review, 14(4), 579–594.

Submissions: The 3^rd IPLS will take place in 9-12 May 2018, in the island of Crete, Greece. Interested participants must submit an abstract by November 30th, 2017 through our website: www.leadership-symposium.com  The abstract should be of no more than 1,000 words (including references). Authors will be notified of acceptance or otherwise by January 29th, 2018.

The venue of the workshop is Minoa Palace Resort, Chania, Crete (https://www.minoapalace.gr). Further details on the logistics of the workshop will be published on the IPLS website www.leadership-symposium.com

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