Dialectics of leadership
从后结构主义视角重新思考领导力，将其视为领导者与追随者之间相互构成、共同生产的辩证关系，探讨控制/抵抗、异议/同意、男性/女性三组辩证关系，揭示主流文献忽视的张力与矛盾。
Mainstream leadership studies tend to privilege and separate leaders from followers. This article highlights the value of rethinking leadership as a set of dialectical relationships. Drawing on post-structuralist perspectives, this approach reconsiders the relations and practices of leaders and followers as mutually constituting and co-produced. It also highlights the tensions, contradictions and ambiguities that typically characterize these shifting asymmetrical and interdependent leadership dynamics. Exploring three interrelated ‘dialectics’ (control/resistance, dissent/consent and men/women), the article raises a number of issues frequently neglected in the mainstream literature. It emphasizes that leaders exercise considerable power, that their control is often shifting, paradoxical and contradictory, that followers’ practices are frequently proactive, knowledgeable and oppositional, that gender crucially shapes control/resistance/consent dialectics and that leaders themselves may engage in workplace dissent. The article concludes that dialectical perspectives can provide new and innovative ways of understanding leadership.