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Donatella De Paoli

This chapter is about a relatively new kind of workspace: the virtual space. Coming from an organizational aesthetics and leadership perspective, I give an extensive review of general research about virtual leadership, questioning whether current researchers and practitioners are too pessimistic about leadership in virtual space. Inspired by an interview with a young entrepreneur, running a company with several employees from long distance, it is argued that there is a call for a new leadership. I develop a map of a new leadership landscape and approach, based on the nature of technological networks favouring a more distributed, transparent, flexible, involving and democratic leadership approach. Several new leadership theories are described such as relational leadership, plural leadership, aesthetic and embodied leadership, making a claim that the traditional leader-centric and centralized approach is no longer so relevant for leadership in virtual space. Finally, it is argued that physical places and spaces are also important for virtual leadership, but in other ways than previously.

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Edited by Arja Ropo, Perttu Salovaara, Erika Sauer and Donatella De Paoli

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Arja Ropo, Donatella De Paoli, Perttu Salovaara and Erika Sauer

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Edited by Arja Ropo, Perttu Salovaara, Erika Sauer and Donatella De Paoli

By combining new research on leadership and workspaces, Leadership in Spaces and Places argues for a radical reconceptualization of leadership. They argue leadership is not only about leaders themselves, but is also affected by the built environment. With contributions from both scholars and practitioners alike, the authors discuss leadership in six different contexts: • workspaces in change • open-office spaces • virtual workspaces • service spaces • cultural spaces • institutional spaces.
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Arja Ropo, Donatella De Paoli and Ralph Bathurst

This chapter addresses creative leadership in a creative domain, the arts and art organizations. In fact, one might even expect that leading creative work would call for creative ways of leading. The authors use an aesthetic approach to leadership to discuss the theme. By aesthetic they refer to sense-based perceptions, embodied ways of relating to each other, intuition, and emotions. They provide empirical examples of leadership aspects that are especially important in artistic contexts. The illustrations are from the performing arts, especially from the fields of music and theatre. Reflexive awareness, dwelling in senses, interrogating senses, and being tuned to the rhythm of the artistic process were found to be important. Listening, gazing, and embodied gestures are examples of aesthetic leadership practices.