Titlebook: Relational Perspectives on Leading; Mette Vinther Larsen,Jørgen Gulddahl Rasmussen Book 2015 The Editor(s) (if applicable) and The Author(

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Leadership in Relational and Distributed Practice: General and Historical Perspectives,ect of a leader’s unique personal abilities. Instead it should be seen as an umbrella term covering a number of specific organisational tasks that are embedded in and developed through organisational actors’ cooperation. Within this relational perspective, however, the formally appointed leader may

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Dialogue and Power,nflict between an approach of dialogue and an approach of power in relations between people in an organisational context. Both approaches are interesting when seen from a relational perspective, as both power and dialogue can be understood as constituent parts of co-constructed social realities. Pre

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Relational Creation of Leadership Identity,ether they wish to be or not, in a web of relations and are continuously positioning one another in dynamic interactions that they create. We view organisations as complex, dynamic, relational landscapes (Shotter 1998) where meaning is constantly co-constructed. Likewise, leading is viewed as someth

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Leadership in Relational and Distributed Practice: General and Historical Perspectives,still be positioned at the centre of the analysis. This chapter is largely based on a perspective that is often called distributed leadership (cf. e.g. Jeppesen 2013; Nielsen 2008) refecting the fact that leadership tasks have to some degree become distributed across the company or institution.

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