Juan Javier Saavedra Mayorga http://orcid.org/0000-0001-5292-9776


El artículo busca responder la pregunta de si es posible enseñar liderazgo en las escuelas de administración. Para ello presenta tres concepciones sobre el liderazgo y sus implicaciones en términos de la formación. La primera lo concibe como un conjunto de atributos o cualidades innatas y sostiene la imposibilidad de su enseñanza. La segunda, como un conjunto de habilidades y comportamientos y entiende su enseñanza en términos de la formación de destrezas. La tercera lo concibe como una relación social compleja. El artículo propone una forma de enseñanza del liderazgo sustentada en un paradigma crítico que permita comprender la complejidad del fenómeno, que cuestione sus efectos indeseados, que supere los lugares comunes de la literatura, y que reflexione sobre los fines e implicaciones de la actividad directiva.



Liderazgo, administración, educación en liderazgo, estudios críticos en liderazgo, estudios organizacionales

Adler, P., Forbes, L., & Willmott, H. (2007). Critical management studies. In The Academy of Management Annals. New York: Taylor & Francis Group.
Aktouf, O. (2009). La administración: entre tradición y renovación. Cali: Universidad del valle.
Alvesson, M. (1996). Leadership studies: From procedure and abstraction to reflexivity and situation. Leadership Quarterly, 7(4), 455-485. https://doi.org/10.1016/S1048-9843(96)90002-8
Alvesson, M. (2013). The trumph of emptiness. Consumption, higher education, & work organization. Oxford: Oxford University Press.
Alvesson, M. (2019). Waiting fod Godot: Eight major problems in the odd field of leadership studies. Leadership, 15(1), 27-43. https://doi.org/10.1177/1742715017736707
Alvesson, M., & Ashcraft, K. (2009). Critical methodology in management and organization research. In D. Buchanan & A. Bryman (eds.), The Sage handbook in organizational research methods (pp. 61-77). London: Sage.
Alvesson, M., & Sköldberg, K. (2000). Reflexive methodology. New vistas for qualitative research. London: Sage.
Alvesson, M., & Spicer, A. (2012). Critical leadership studies: The case for critical performativity. Human Relations, 65(3), 367-390. https://doi.org/10.1177/0018726711430555
Alvesson, M., & Spicer, A. (eds.). (2011). Metaphors we lead by. Undersanding leadership in the real world. London: Routledge.
Alvesson, M., & Sveningsson, S. (2003a). Good visions, bad micro-management and ugly ambiguity: contradictions of (Non) leadership in a knowledge-intensive organization. Organization Studies, 24(6), 961-988. https://doi.org/10.1177/0170840603024006007
Alvesson, M., & Sveningsson, S. (2003b). The great disappearing act: difficulties in doing 'leadership'. Leadership Quarterly, 14, 359-381. doi: 10.1016/S1048-9843(03)00031-6
Alvesson, M., & Sveningsson, S. (2003c). Managers doing leadership: the extra-ordinarization of the mundane. Human Relations, 56(12), 1435-1459. https://doi.org/10.1177/00187267035612001
Alvesson, M., & Willmott, H. (Eds.). (2003). Studying management critically. London: Sage.
Alvesson, M., Bridgman, T., & Willmott, H. (2009a). Introduction. In M. Alvesson, T. Bridgman, & H. Willmott (eds.), The Oxford handbook of critical management studies. Oxford: Oxford University Press.
Alvesson, M., Bridgman, T., & Willmott, H. (eds.). (2009b). The Oxford handbook of critical management studies. Oxford: Oxford University Press.
Antonakis, J. (2017). Charisma and the “new leadership”. In J. Antonakis & D. Day (eds.), The nature of leadership (pp. 56-81). London: Sage.
Antonakis, J., & Day, D. (2017). The nature of leadership. London: Sage.
Antonakis, J., Fenley, M., & Liechti, S. (2001). Can charisma be taught? tests of two interventions. Academy of Management Learning and Education, 10(3), 374-369. https://doi.org/10.5465/amle.2010.0012
Arendt, H. (1993). La condición humana. Madrid: Paidós.
Baker, S. D. (2007). Followership: the theoretical foundation of a contemporary construct. Journal of Leadership & Organizational Studies, 14(1), 50-60. http://dx.doi.org/10.1177/0002831207304343
Barnard, C. (1938). The functions of the executive. Cambridge, Mass.: Harvard University Press.
Bass, B., & Riggio, R. (2006). Transformational leadership. New Jersey: Lawrence Erlbaum Associates.
Beeler, C. K. (2010). Leader traits, skills, and behaviors. In M. D. Mumford (ed.), Leadership 101. New York: Springer Publishing Company.
Belasen, A., & Frank, N. (2008). Competing values leadership: quadrant roles and personality traits. Leadership & Organization Development Journal, 29(2), 127-143. doi: 10.1108/01437730810852489
Bennis, W., & Nanus, B. (1985). Leaders: The strategies for taking charge. New York HarperCollins.
Bezio, K. (2017). From Rome to Tyre to London. Pericles, leadership, anti-absolutism, and English exceptionalism. Lesdership, 13(1), 48-63. https://doi.org/10.1177/1742715016663753
Blake, R., & Mouton, J. (1964). The managerial grid: The key to leadership excellence. Houston: Gulf Publishing Co.
Blanchard, K., Zigarmi, D., & Nelson, R. B. (1993). Situational leadership after 25 years: A retrospective. Journal of Leadership Studies, 1(1), 22-36. doi: 10.1177/107179199300100104
Brown, D. (2017). In the minds of followers. In J. Antonakis & D. Day (eds.), The nature of leadership (pp. 82-108). London: Sage.
Brown, D., Scott, K., & Lewis, H. (2004). Information processing and Leadership. In J. Antonakis, A. Cianciolo, & R. Sternberg (eds.), The nature of leadership, 125-147. London: Sage.
Burns, J. M. (1978). Leadership. New York: Harper & Row.
Burrell, G., & Morgan, G. (1979a). Sociological paradigms and organisational analysis. Elements of the sociology of corporate life. London: Heinemann Educational.
Burrell, G., & Morgan, G. (1979b). Sociological paradigms and organisational analysis: Elements of the sociology of corporate life. London: Routledge.
Butler, N., Delaney, H., & Spoelstra, S. (2015). Problematizing ‘relevance’ in the business school: the case of leadership studies. British Journal of Management, 26, 731-744. https://doi.org/10.1111/1467-8551.12121
Calás, M., & Smircich, L. (1991). Voicing seduction to silence leadership. Organization Studies, 12(14), 567-602.
Cancelleri, J. P. (2008). An exploratory study of leadership perspectives of Bar Association Presidents in the Commonwealth of Virginia. Doctoral Thesis. Regent University, Virginia Beach.
Carlyle, T. (1841/1985). Los héroes. Barcelona: Iberia.
Carroll, B., & Levy, L. (2008). Defaulting to management: leadership defined by what it is not. Organization, 15(1), 75-96. https://doi.org/10.1177/1350508407084486
Carroll, B., Firth, J., Ford, J., & Taylor, S. (2018). The social construction of leadership studies: Representations of rigour and relevance in textbooks. Leadership, 14(2), 159-178. doi:10.1177/1742715016668688
Carsten, M., Uhl-Bien, M., West, B., Patera, J., & McGregor, R. (2010). Exploring social constructions of followership: A qualitative study. The Leadership Quarterly, 21, 543-562. https://doi.org/10.1016/j.leaqua.2010.03.015
Carvajal Baeza, R. (2003). De lo inhumano y lo humanizable en las relaciones de subordinación. Filosofía, historia y sociología del humanismo en la empresa de negocios. In R. Carvajal Baeza (ed.), El lado inhumano de las organizaciones. Cali: Artes Gráficas del Valle.
Castelot, A. (1970). Bonaparte (Vol. 1). Madrid: Espasa-Calpe.
Ciulla, J. (2016). Searching for Mandela: The insights of biographical research. Leadership, 12(2), 186-197. https://doi.org/10.1177/1742715014550541
Ciulla, J. (2019). Leadership and ethics: you can run, but you cannot hide from the humanities. In R. Riggio (ed.), Whats’s wrong with leadership? Improving ladership research and practice (pp. 107-120). New York: Routledge.
Claxton, G., Owen, D., & Sadler-Smith, E. (2015). Hubris in leadership: A peril of unbridled intuition? Leadership, 11, 57-78. https://doi.org/10.1177/1742715013511482
Clifton, J. (2006). A conversation analytical approach to business communication. The case of leadership. Journal of Business Communication, 43(3), 202-219. https://doi.org/10.1177/0021943606288190
Clifton, J. (2009). Beyond taxonomies of influence. ‘Doing’ Influence and Making Decisions in Management Team Meetings. Journal of Business Communication, 46(1), 57-79. https://doi.org/10.1177/0021943608325749
Cohen, W. (2010). Heroic leadership. San Francisco: Jossey-Bass.
Collinson, D. (1994). Strategies of resistance. Power, knowledge and subjectivity in the workplace. In J. M. Jermier, D. Knights, & W. Nord (Eds.), Resistance and power in organizations (pp. 25-68). London: Routledge.
Collinson, D. (2003). Identities and insecurities: selves at work. Organization, 10(3), 527-547. https://doi.org/10.1177/13505084030103010
Collinson, D. (2006). Rethinking followership: A post-structuralist analysis of follower identities. Leadership Quarterly (179-189). https://doi.org/10.1016/j.leaqua.2005.12.005
Collinson, D. (2017). Critical leadership studies: a response to Learmonth and Morrell. Leadership, 13(3), 272-284. https://doi.org/10.1177/1742715017694559
Collinson, D. (2019). Critical Leadership Studies: exploring the dialectics of leadership. In R. Riggio (ed.), Whats's wrong with leadership? Improving ladership research and practice (pp. 261-278). New York: Routledge.
Collinson, D., & Tourish, D. (2015). Teaching leadership critically: new directions for leadership pedagogy. Academy of Management Learning and Education, 14(4), 576-594. https://doi.org/10.5465/amle.2014.0079
Collinson, D., Smolović Jones, O., & Grint, K. (2018). ‘No More Heroes’: Critical Perspectives on Leadership Romanticism. Organization Studies, 39(11), 1625-1647. doi:10.1177/0170840617727784
Conger, J., & Kanungo, R. (1998). Charismatic leadership in organizations. London: Sage.
Crossman, B., & Crossman, J. (2011). Conceptualising followership – a review of the literature. Leadership, 7(4), 481-497. https://doi.org/10.1177/1742715011416891
Daniëls, E., Hondeghem, A., & Dochy, F. (2019). A review on leadership and leadership development in educational settings. Educational Research Review, 27, 110-125.
Day, D., & Zhengguang, L. (2019). What's wrong with leadership development and what might be done about it? In R. Riggio (ed.), Whats's wrong with leadership? Improving ladership research and practice (pp. 226-240). New York: Routledge.
Dehler, G., Welsh, A., & Lewis, M. A. (2004). Critical pedagogy in the “New Paradigm”. In C. Grey & E. Antonacopoulou (eds.), Essential readings in management learning (pp. 167-186). London: Sage.
Dihn, J., Lord, R., Gardner, W., Meuser, J., Liden, R., & Hu, J. (2014). Leadership theory and research in the new millennium: current theoretical trends and changing perspectives. The Leadership Quarterly, 25, 36-62. https://doi.org/10.1016/j.leaqua.2013.11.005
Doh, J. (2003). Can leadership be taught? Perspectives from management educators Academy of Management Learning and Education, 2(1), 54-57. https://doi.org/10.5465/amle.2003.9324025
Elias, S. (2008). Fifty years of influence in the workplace. Journal of Management History, 14(3), 267-283. https://doi.org/10.1108/17511340810880634
Facca-Miess, T. M. (2015). Investigating teaching leadership in the capstone marketing course. Marketing Education Review, 25(2), 141-157. doi:10.1080/10528008.2015.1030246
Fairhurst, G. T., & Connaughton, S. L. (2014). Leadership: A communicative perspective. Leadership, 10(1), 7-35. doi:10.1177/1742715013509396
Fairhurst, G. T., & Grant, D. (2010). The social construction of leadership: A sailing guide. Management Communication Quarterly, 24(2), 171-210. https://doi.org/10.1177/0893318909359697
Feishman, E. A. (1953). The description of supervisory behavior. Journal of Applied Psychology, 37(1), 1-6. http://dx.doi.org/10.1037/h0056314
Ferry, N. C. (2018). It’s a family business!: Leadership texts as technologies of heteronormativity. Leadership, 14(6), 603-621. https://doi.org/10.1177/1742715017699055
Fiedler, F. E. (1963). A contingency model of leadership effectiveness. Durham, New Hampshire: University of New Hampshire.
Fleming, P., & Spicer, A. (2003). Working at a cynical distance: implications for power, subjectivity and resistance. Organization, 10(1), 157-179. https://doi.org/10.1177/1350508403010001376
Flick, U. (2008). Designing qualitative research. London: Sage.
Ford, J. (2010). Studying leadership critically: A psychosocial lens on leadership identities. Leadership, 6(47), 47-65. doi: 10.1177/1742715009354235
Ford, J. (2015). Going beyond the hero in leadership development: The place of healthcare context, complexity and relationships; comment on “Leadership and Leadership Development in Healthcare Settings – A simplistic solution to complex problems?”. International Journal of Health Policy and Management, 4, 261. doi:10.15171/ijhpm.2015.43
Ford, J., & Harding, N. (2007). More over management. We are all leaders now. Management Learning, 38(5), 475-493. https://doi.org/10.1177/1350507607083203
Ford, J., & Harding, N. (2008). Leadership theory: a promise of happiness and goodness or a threat of sado-masochism? Working paper series (University of Bradford. School of Management)(08/09).
Ford, J., & Harding, N. (2018). Followers in leadership theory: Fiction, fantasy and illusion. Leadership, 14(1), 3-24. doi:10.1177/1742715015621372
Gabriel, Y. (2008). Organizing words. A critical thesaurus for social and organization studies. Oxford: Oxford University Press.
Gabriel, Y. (2017). Leadership in opera: Romance, betrayal, strife and sacrifice. Leadership, 13(1), 5-19. https://doi.org/10.1177/1742715016663302
Gagnon, S., & Collinson, D. (2017). Resistance through difference: The Co-Constitution of dissent and inclusion. Organization Studies, 9, 1253. https://doi.org/10.1177/0170840616685362
Gibbs, G. (2007). Analyzing qualitative data. The Sage Qualitative Research Kit. London: Sage.
Giber, D., Lam, S., Goldsmith, M., & Bourke, J. (eds.). (2009). Best practices in leadership development handbook. New York: Pfeiffer.
Girod-Séville, M., & Allard-Poesi, F. (2001). Epistemological foundations. In R.-A. Thiétard (Ed.), Doing management research (pp. 13-30).
Gold, J., Thorpe, R., & Mumford, A. (eds.). (2010). Grower handbook of leadership and management development, 5 ed. Burlington, USA: Gower Publishing Company.
Gordon, R. (2002). Conceptualizing leadership with respect to its historical-contextual antecedents to power. The Leadership Quarterly, 13, 151-167. doi: 10.1016/S1048-9843(02)00095-4
Grimes, M. W. (2015). Teaching leadership through a cultural-psychological lens. Journal of Leadership Studies, 1, 63. doi:10.1002/jls.21348
Grint, K. (2005). Problems, problems, problems: The social construction of 'leadership'. Human Relations, 58(11), 1467- 1494. doi: 10.1177/0018726705061314
Grint, K. (2007). Learning to Lead: Can Aristotle Help Us Find the Road to Wisdom? Leadership, 3(2), 231-246. doi:10.1177/1742715007076215
Grint, K. (ed.) (1997). Leadership. Classical, contemporary and critical approaches. New York: Oxford University Press.
Guarrero, C. (2005). Toward a theory of leadership developmnet: a grounded theory assessment of existing leadership development programs in select global companies. Doctor of Business Administration Doctoral Thesis. Golden Gate University, United States.
Guthey, E., Kempster, S., & Remke, R. (2019). Leadership for what? In R. Riggio (ed.), Whats’s wrong with leadership? Improving ladership research and practice (pp. 279-298). New York: Routledge.
Halsall, R. (2016). The role of CEO (auto-) biographies in the dissemination of neo-ascetic leadership styles. Leadership, 12(5), 515-537. https://doi.org/10.1177/1742715015591861
Harding, N. (2014). Reading leadership through Hegel’s master/slave dialectic: Towards a theory of the powerlessness of the powerful. Leadership, 10(4), 391-411. https://doi.org/10.1177/1742715014545143
Harding, N., Hugh, L., Ford, J., & Learmonth, M. (2011). Leadership and charisma: a desire that cannot speak its name? Human Relations, 7, 64(7), 927-949. https://doi.org/10.1177/0018726710393367
Hartog, D., & Koopman, P. (2001). Leadership in organizations. In N. Anderson, D. Ones, H. Sinangil, & C. Viswesvaran (eds.), Handbook of industrial, work & organizational psychology (vol. II, pp. 166-187). London: Sage.
Hatch, M. J., & Yanow, D. (2003). Organization theory as interpretive science. In H. Tsoukas & C. Knudsen (eds.), The Oxford handbook of organization theory. New York: Oxford University Press.
Hazy, J., Goldstein, J., & Lichtenstein, B. (eds.). (2007). Complex systems leadership theory. New perspectives from complexity science on social and organizational effectiveness (Vol. 1). Mansfield, MA: ISCE Publishing.
Hino, K. (2019). Are leadership theories Western-centric? Trascending cognitive differences between the East and the West. In R. Riggio (ed.), Whats's wrong with leadership? Improving ladership research and practice (pp. 138-149). New York: Routledge.
Hook, S. (1958). El héroe en la historia. Un estudio sobre la limitación y la posibilidad. Argentina: Ediciones Galatea - Nueva Visión.
House, R., & Mitchell, T. (1974). Path-goal theory of leadership. Journal of Contemporary Business, 3, 81-97.
Inceoglu, I., Thomas, G., Chu, C., Plans, D., & Gerbasi, A. (2018). Leadership behavior and employee well-being: An integrated review and a future research agenda. The Leadership Quarterly, 29(1), 179-202. http://dx.doi.org/10.1016/j.leaqua.2017.12.006
Jacquart, P., Cole, M., Gabriel, A., Koopman, J., & Rose, C. (2017). Studying leadership: research design and methods. In J. Antonakis & D. Day (Eds.), The nature of leadership (pp. 411-437). London: Sage.
Jenkins, D., & Cutchens, A. (2011). Leading critically: A grounded theory of applied critical thinking in leadership studies Journal of Leadership Education, 10(2), 1-21. 10.12806/V10/I2/TF1
Johnson, S. K., & Lacerenza, C. (2019). Leadership is male-centric? Gender issues in the study of leadership. In R. Riggio (ed.), Whats's wrong with leadership? Improving ladership research and practice (pp. 121-137). New York: Routledge.
Judge, T. A., Piccolo, R. F., & Kosalka, T. (2009). The bright and dark sides of leader traits: A review and theoretical extension of the leader trait paradigm. The Leadership Quarterly, 20, 855-875. http://dx.doi.org/10.1016/j.leaqua.2009.09.004
Kelley, R. (2004). Followership. In G. Goethals, G. Sorenson, & J. M. Burns (Eds.), Encyclopedia of leadership (pp. 504-513). London: Sage.
Kempster, S. (2009). How managers have learnt to lead. Exploring the development of leadership practice. New York: Palgrave Macmillan.
Kipnis, D., Schmidt, S., & Wilkinson, I. (1980). Intraorganizational influence tactics: Explorations in getting one’s way. Journal of Applied Psychology, 65(4), 440-452. http://dx.doi.org/10.1037/0021-9010.65.4.440
Klenke, K. (2008). Qualitative research in the study of leadership. UK: Emerald.
Kotter, J. (1990). What leaders really do? Harvard Business Review (May-June), 37-60.
Learmonth, M., & Morrell, K. (2017). Is critical leadership studies ‘critical’? Leadership, 13(3), 257-271. https://doi.org/10.1177/1742715016649722
Le-Moüel, J. (1992). Critique de l'efficacité. Paris: Ed. du Seuil.
Lindholm, C. (2001). Carisma. Análisis del fenómeno carismáticoy su relación con la conducta humana y los cambios sociales. Barcelona: Gedisa.
Lips-Wiersma, M., & Allan, H. (2018). The student voice in Critical Leadership Education: An exploration of student-faculty partnership learning in sustainability education (vol. 14, pp. 240-255).
Liu, H., & Baker, C. (2016). White Knights: Leadership as the heroicisation of whiteness. Leadership, 12(4), 420-448.
London, M., & Maurer, T. (2004). Leadership development. A diagnostic model for continuous learning in dynamic organizations. In J. Antonakis, A. Cianciolo, & R. Sternberg (Eds.), The nature of leadership (pp. 222-245). London: Sage.
Marín-Idárraga, D. A. (2005). La enseñanza de las teorías de la administración: limitantes epitémicos y posibilidades pedagógicas. Innovar, 15(26), 43-58.
Martin, B., & Allen, S. (2016). Empirical test of the Know, See, Plan, Do model for curriculum design in leadership education Journal of Leadership Education, 15(4), 132-143. doi: 10.12806/V15/I4/A2
Massarik, F., Tannenbaum, R., & Weschler, I. (1961). Leadership and organization: A behavioral science approach. New York: McGraw-Hill.
McCauley, C., Van Velsor, E., & Ruderman, M. (2010). Introduction: our view of leadership development. In E. Van Velsor, C. McCauley, & M. Ruderman (Eds.), The Center for Creative Leadership handbook of leadership development (pp. 1-25). United States of America: Jossey-Bass.
McCauley, K. D., Hammer, E., & Hinojosa, A. S. (2017). An andragogical approach to teaching leadership. Management Teaching Review, 2(4), 312-324. https://doi.org/10.1177/2379298117736885
McCusker, M., Foti, R., & Abraham, E. (2019). Leadership research methods: progressing back to process. In R. Riggio (Ed.), Whats's wrong with leadership? Improving ladership research and practice (pp. 9-40). New York: Routledge.
Meindl, J. R. (1995). The romance of leadership as a follower-centered theory. Leadership Quarterly, 6(3), 329-341. https://doi.org/10.1016/1048-9843(95)90012-8
Meindl, J. R., Ehrlich, S., & Dukerich, J. (1985). The romance of leadership. Administrative Science Quarterly, 30, 78-102. doi: 10.2307/2392813
Messik, D., & Kramer, R. (2005). The psychology of leadership. New perspectives and research. London: Lawrence Erlbaum.
Mintzberg, H. (1973). The nature of managerial work. New York: Harper and Row.
Mumford, M. D. (ed.) (2010). Leadership 101. New York: Springer Publishing Company.
Murphy, S. E. (2019). Leadership development starts earlier than we think. Capturing the capacity of new leaders to adress the leader talent shortage. In R. Riggio (ed.), Whats's wrong with leadership? Improving ladership research and practice (pp. 209-225). New York: Routledge.
Murphy, S. E., & Johnson, S. K. (2011a). The benefits of a long-lens approach to leader development: Undestanding the seeds of leadership. The Leadership Quarterly, 22, 459-470. https://doi.org/10.1016/j.leaqua.2011.04.004
Murphy, S. E., & Johnson, S. K. (2011b). Leadership research and education: how business schools approach the concept of leadership. In H. Michael & R. Riggio (eds.), Leadership studies: the dialogue of disciplines (pp. 129-148). Cheltenham, UK: Edward Elgar.
Nicolai, A., & Seidl, D. (2010). That's relevant! Different forms of practical relevance in management science. Organization Studies, 31(9-10), 1257-1285. https://doi.org/10.1177/0170840610374401
Nienaber, H. (2010). Conceptualisation of management and leadership. Management Decision, 48(5), 661-675. doi: 10.1108/02517471080000699
Northouse, P. (2007). Leadership. Theory and practice. London: Sage.
Ocampo-Salazar, C., Gentilin, M., & Gonzáles-Miranda, D. (2016). Conversaciones sobre administración y organizaciones en Latinoamérica. Cuadernos de Administración, 29(52), 13-51. doi: 10.11144/Javeriana.cao29-52.caol.
Parry, K., & Bryman, A. (2006). Leadership in organizations. In S. Clegg, C. Hardy, T. Lawrence, & W. Nord (eds.), The Sage handbook of organization studies (pp. 447-468). London: Sage.
Pasa, S. F. (2000). Leadership influence in a high power distance and collectivist culture. Leadership & Organization Development Journal, 21(8), 414-426. https://doi.org/10.1108/01437730010379258
Pfeffer, J. (1977). The Ambiguity of Leadership. Academy of Management Review, 104-112. doi: 10.2307/257611
Pfeffer, J. (2009). Renaissance and renewal in management studies: relevance regained. European Management Review, 6, 141-148. https://doi.org/10.1057/emr.2009.13
Plutarco. (1985). Vidas paralelas. Madrid: Editorial Gredos.
Riggio, R. (2013). Advancing the discipline of leadership studies. Journal of Leadership Education, 12(3), 10-14. doi: 10.12806/V12/I3/C2
Riggio, R., & Mumford, M. D. (2011). Introduction to the special issue: Longitudinal studies of leadership development. The Leadership Quarterly, 22(3), 453-456. doi: 10.1016/j.leaqua.2011.04.002
Saavedra-Mayorga, J. J. (2006). La administración y el origen de la concepción instrumental del hombre en la sociedad moderna. Revista Universidad y Empresa, 11, 237-262. Recuperado de https://revistas.urosario.edu.co/index.php/empresa/article/view/956
Saavedra-Mayorga, J. J. (2007). Las ideas sobre el hombre en la Grecia antigua. Revista Facultad de Ciencias Económicas: Investigación y Reflexión, XV(2), 213-234. Recuperado de http://www.redalyc.org/articulo.oa?id=90915212
Saavedra-Mayorga, J. J. (2009). Descubriendo el lado oscuro de la gestión: los Critical Management Studies o una nueva forma de abordar los fenómenos organizacionales. Revista Facultad de Ciencias Económicas: Investigación y Reflexión, 17(2), 45-60. Recuperado de http://www.redalyc.org/articulo.oa?id=90913042003
Saavedra-Mayorga, J. J. (2014). Les mécanismes d'influence dans la relation de leadership: deux études de cas en Colombie. (Laboratoire Normandie Innovation Management Entreprise Consommation (NIMEC) - Institut d'Administration des Entreprises (IAE) Thèse Doctorale), Université de Caen, Caen.
Saavedra-Mayorga, J. J., Sanabria, M., & Smida, A. (2013). De la influencia al poder: elementos para una mirada foucaultiana al liderazgo. Innovar, 23(50), 17-33. Recuperado de http://www.scielo.org.co/scielo.php?script=sci_arttext&pid=S0121-50512013000400003&tlng=es
Saavedra-Mayorga, J., Gonzáles-Miranda, D., & Marín-Idárraga, D. (2017). Teoría Crítica y Postmodernismo en los Estudios Organizacionales en América Latina. In G. Ramírez-Martínez & D. Gonzáles-Miranda (eds.), Tratado de Estudios Organizacionales (Vol. 1. Teorización del campo, pp. 553-589). Medellín: Editorial EAFIT, Universidad Autónoma Metropolitana, Red Mexicana de Investigadores en Estudios Organizacionales, Sage.
Sadler-Smith, E., Akstinaite, V., Robinson, G., & Wray, T. (2017). Hubristic leadership: A review. Leadership, 13(5), 525-548. https://doi.org/10.1177/1742715016680666
Sanabria, M., Saavedra-Mayorga, J. J., & Smida, A. (2014). Los estudios organizacionales (organization studies): fundamentos, evolución y estado actual del campo. Bogotá: Universidad del Rosario.
Sanabria, M., Saavedra-Mayorga, J. J., & Smida, A. (2015). Los estudios críticos en administración: origen, evolución y posibilidades de aporte al desarrollo del campo de los estudios organizacionales en América Latina. Revista Facultad de Ciencias Económicas: Investigación y Reflexión, 23(1), 209-234. Recuperado de http://www.scielo.org.co/scielo.php?script=sci_arttext&pid=S0121-68052015000100012&tlng=es
Schermerhorn, J., Hunt, J., Osborn, R., & Uhl-Bien, M. (2010). Organizational behavior, 11 ed. New York: John Wiley & Sons.
Schriesheim, C., & Neider, L. (eds.). (2006). Power and influence in organizations. Greenwich, Connecticut: IAP- Information Age Publishing
Schwandt, T. A. (1994). Constructivist, interpretivist approaches to human inquiry. In N. Denzin & Y. Lincoln (eds.), Handbook of Qualitative Research (pp. 118-137). Thousand Oaks, Calif. - London - New Delhi: Sage Publications.
Schyns, B., Meindl, J. R., & Croon, M. (2007). The romance of leadership scale: cross-cultural testing and refinement. Leadership, 3(1), 29-46. doi: 10.1177/1742715007073063
Schyns, B., Neves, P., Wisse, B., & Knoll, M. (2019). Turning a blind eye to destructive leadership. The forgotten destructive leadership. In R. Riggio (ed.), Whats's wrong with leadership? Improving ladership research and practice (pp. 189-206). New York: Routledge.
Simpson, B., Buchan, L., & Sillince, J. (2018). The performativity of leadership talk. Leadership, 14(6), 644-661. https://doi.org/10.1177/1742715017710591
Sinclair, A. (2007). Teaching leadership critically to MBAs: Experiences from Heaven and Hell. Management Learning, 38(4), 461-475. doi: 10.1177/1350507607080579
Snook, S., Nohria, N., & Khurana, R. (eds.). (2012). The Handbook for Teaching Leadership. Knowing, Doing, and Being. London: Sage.
Spector, B. A. (2016). Carlyle, Freud, and the Great Man Theory more fully considered. Leadership, 12(2), 250-260. https://doi.org/10.1177/1742715015571392
Stodgill, R. M. (1948). Personal factors associated with leadership: a survey of the literature. Journal of Psychology, 25, 35-71. https://doi.org/10.1080/00223980.1948.9917362
Stodgill, R. M. (1974). Handbook of leadership: A survey of theory and research. New York: Free Press.
Storey, J., Hartley, J., Denis, J.-L., Hart, P., & Ulrich, D. (eds.). (2017). The Routledge companion to leadership. New York: Routledge.
Sutherland, N. (2018). Investigating leadership ethnographically: Opportunities and potentialities. Leadership, 14(3), 263-290. https://doi.org/10.1177/1742715016676446
Sy, T., Horton, C., & Riggio, R. (2018). Charismatic leadership: Eliciting and channeling follower emotions. The Leadership Quarterly, 29(1), 58-69. http://dx.doi.org/10.1016/j.leaqua.2017.12.008
Thorpe, R., & Gold, J. (2010). Leadership and management development: the current state. In J. Gold, R. Thorpe, & A. Mumford (eds.), Grower handbook of leadership and management development (5 ed., pp. 3-21). Burlington, USA: Gower Publishing Company.
Tourish, D. (2013). The dark side of transformational leadership. A critical perspective. London: Routledge.
Tourish, D., & Vatcha, N. (2005). Charismatic leadership and corporate cultism at Enron: The elimination of dissent, the promotion of conformity and organizational collapse. Leadership, 1, 455-480. doi: 10.1177/1742715005057671
Tourish, D., Collinson, D., & Barker, J. (2009). Manufacturing conformity: leadership through coercive persuasion in business organisations. M@n@gement, 12(5), 360-383. doi:10.3917/mana.125.0360.
Tseng, H.-C., Tung, H.-L., & Duan, C. H. (2010). Mapping the intellectual structure of modern leadership studies. Leadership & Organization Development Journal, 31(1), 57-70. doi: 10.1108/01437731011010380
Uhl-Bien, M., & Marion, R. (Eds.). (2008). Complexity leadership. Part 1: conceptual foundations. USA: IAP- Information Age Publishing.
Uhl-Bien, M., & Pillai, R. (2007). The romance of leadership and the social construction of followership. In B. Shamir, R. Pillai, M. Bligh, & M. Uhl-Bien (Eds.), Follower-centered perspectives on leadership: a tribute to the memory of James R. Meindl (pp. 187-209). Greenwich, CT: Inforrnation Age Publishing Inc.
Uhl-Bien, M., Riggio, R., Lowe, K., & Carsten, M. (2013). Followership theory: A review and research agenda. Leadership Quarterly, 25(1). doi: 10.1016/j.leaqua.2013.11.007
Vernant, J.-P. (2001). El individuo, la muerte y el amor. Barcelona: Paidós.
Vidal-Naquet, P. (2002). Le monde d'Homère. Paris: Perrin.
Wacheux, F. (1996). Méthodes qualitatives de recherche en gestion. Paris: Economica.
Wang, H., Tsui, A., & Xin, K. (2011). CEO leadership behaviors, organizational performance, and employees' attitudes. The Leadership Quarterly, 22, 92-105. doi: 10.1016/j.leaqua.2010.12.009
Weber, M. (1905/2003). La ética protestante y el espíritu del capitalismo. México DF: Fondo de Cultura Económica.
Weber, M. (1921/1964). Economía y sociedad. Esbozo de sociología comprensiva. México DF: Fondo de Cultura Económica.
Weil, S. (1940/1941). L'Ilìade ou le poème de la force. Marseille: Cahiers du Sud.
Winkler, I. (2010). Contemporary leadership theories. Enhancing the understanding of the complexity, subjectivity and dynamic of leadership. Berlin: Springer-Verlag.
Wren, T., Riggio, R., & Genovese, M. (eds.). (2009). Leadership and liberal arts. New York: Palgrave Macmillan.
Yukl, G. (2008a). How leaders influence organizational effectiveness. The Leadership Quarterly, 19, 708-722. http://dx.doi.org/10.1016/j.leaqua.2008.09.008
Yukl, G. (2008b). Liderazgo en las organizaciones (6 ed.). Madrid: Pearson Educación.
Yukl, G. (2010). Leadership in organizations, 5 ed. New Jersey: Prentice Hall.
Zaccaro, S. (2007). Trait-based perspectives of leadership. American Psychologist, 62(1), 6-16. http://dx.doi.org/10.1037/0003-066X.62.1.6
Zaccaro, S., Dubrow, S., & Kolze, M. (2017). Leader traits and attributes. In J. Antonakis & D. Day (Eds.), The nature of leadership (pp. 29-55). London: Sage.
Zaccaro, S., Green, J. P., Dubrow, S., & Kolze, M. (2018). Leader individual differences, situational parameters, and leadership outcomes: A comprehensive review and integration. The Leadership Quarterly, 29(1), 2-43. http://dx.doi.org/10.1016/j.leaqua.2017.10.003
Zaleznik, A. (1977). Managers and leaders: Are they different? Harvard Business Review, (May - June), 67-78.
Zhu, J., Song, L. J., Zhu, L., & Johnson, R. (2019). Visualizing the landscape and evolution of leadership research. The Leadership Quarterly, 30(2), 215-232. https://doi.org/10.1016/j.leaqua.2018.06.003
Cómo citar
Saavedra Mayorga, J. (2019). Hacia una perspectiva crítica de la enseñanza del liderazgo en las escuelas de Administración. Cuadernos De Administración, 32(59). https://doi.org/10.11144/Javeriana.cao32-59.hpcel
Artículos más leídos del mismo autor/a