CALL FOR PAPERS: European Journal of International Management
Special Issue: Everybody Hurts, Sometimes - Emotions and Dysfunctional Leadership
Guest Editors:
Jeanette Lemmergaard, University of Southern Denmark, Denmark
and
Sara Louise Muhr, Lund University, Sweden
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Organizational dysfunction characterizes a facet of today's workplace that is often hidden or ignored. In general we expect, albeit naively, that business leaders will do the right thing. They are expected to act honorably, in accordance with organizational and institutional values, as well as acting ethically. The ideal leader of the 21st century can integrate all the necessary subordinates and know how to build a team while making themselves dispensable. They know how to lead a diverse workforce, possess strategic skills, have a learning focus, as well as an international orientation. They offer constructive criticism when things go wrong and resolve conflicts diplomatically, respecting subordinate's expectations and ambitions. Also, ideal leaders are expected to be passionate about their jobs. They are supposed to show emotional commitment and devotion and are expected to involve their personal lives in the organization, thereby integrating their own 'selves' into the life of the organization. They are one with the organization; a symbol of its being.
However, such leaders are mostly mythical creatures. In reality most leaders gain their position due to technical expertise rather than an ability to work with human resources, and consequently tend to be strong in operational and technical skills, but less so in relations-building-skills. Moreover, leaders' performance tends to be measured on a cost-efficiency basis, and when pursuing functional objectives, leaders can often be dysfunctional for the well-being of those who are charged with delivering this functionality.
Leaders' incompetence manifests itself in various ways, such as indecisiveness and over-controlling behavior or an overriding concern for production and efficiency at the expense of the human resources. Opinions on leadership and leaders are thus often constructed on the basis of diverse rather than shared meanings. Also, many 'successful' leaders may have psychopathic, narcissistic, and histrionic personality disorders, which, although they may sometimes help them in climbing the ladder of success, eventually will result in a dysfunctional workplace of others.
Leaders are people like the rest of us, human beings with emotions, fears, and desires. Leaders make mistakes, their actions have different consequences than intended, and sometimes they do not act at all. The aim of this special issue is on this view to capture the 'other side' of leadership, to challenge the ideal image of the heroic and charismatic leader almost displayed like a superhero. We want to invite contributions that investigate current state of emotions and dysfunctional leadership around the globe, applying unique perspectives, and analyses. Qualitative and quantitative as well as conceptual approaches are encouraged. Papers also should point to the future of leadership with particular emphasis on how best to advance the arguments, methods, and effectiveness of leadership.
Subject Coverage
Examples of topics appropriate to the theme of emotions and dysfunctional leadership include:
· Leaders as the disruptive force in their organizations
· The passionate leader
· The loving and caring leader
· Emotional ignorance
· Emotional workplace bullying
· Trust-breaking
· Tyrannical behavior towards subordinates
· Leadership fantasies
· Micro leadership, with emphasis on roles and implications of roles
· Manic leadership
· Inaccessibility of leadership
· The invisible leader
· Manipulative leadership
· Management of meaninglessness
· Gossip and rumors
· Managerial cowardliness
· The 'successful psychopath'
· Consequences of workaholic tendencies of individuals in organizational power positions
· Prevention and intervention strategies - who sets them, how are they enforced?
· Whistleblowing - usefulness and effectiveness
· Feedback phobia
· Pushing employees outside their comfort zone - promises and challenges
Notes for Authors
Submitted papers should not have been previously published nor be currently under consideration for publication elsewhere.
All papers are refereed through a peer review process. A guide for authors, sample copies and other relevant information for submitting papers are available on the Author Guidelines page (http://www.inderscience.com/mapper.php?id=31).
Important Dates
Extended abstract submission deadline: August 15, 2009
Full paper submission deadline: December 1, 2009
No changes can be made to the papers after: April 30, 2010
Publication release: November 2010 (Vol. 4, No. 4)
Editors and Notes
You may send one copy in the form of an MS Word file attached to an e-mail (details in Author Guidelines) to:
Jeanette Lemmergaard
University of Southern Denmark
Department of Marketing & Management
Campusvej 55
DK-5230 Odense M
Denmark
Telephone: +45 6550 3372
Email: [log in to unmask] <mailto:[log in to unmask]>
and
Sara Louise Muhr
School of Economics and Management
Lund University
Department of Business Administration
PO-Box 7080
SE-220 07 Lund
Sweden
Telephone: +45 51269977
Email: [log in to unmask] <mailto:[log in to unmask]>
With an email copy only to:
EJIM Editorial Team
Email: [log in to unmask] <[log in to unmask]&YY=48622&y5beta=yes&order=&sort=&pos=0" target="_blank">http:[log in to unmask]&YY=48622&y5beta=yes&order=&sort=&pos=0>
and
IEL Editorial Office
Email: [log in to unmask] <[log in to unmask]&YY=48622&y5beta=yes&order=&sort=&pos=0" target="_blank">http:[log in to unmask]&YY=48622&y5beta=yes&order=&sort=&pos=0>
Please include in your submission the title of the Special Issue, the title of the Journal and the name of the Guest Editors.
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