Edited by Ian Fillis and Nick Telford
The authors utilise an aesthetic lens to provide a platform to understanding leadership in the small firm. They support their theoretical perspective with practical insight from small firms in the craft sector. Aesthetic leadership utilises both hard and soft competencies involving symbolic dimensions and direct consequences, where intuition, judgement, emotion, feeling and balance are just as relevant as knowledge, position and technical skills. The authors address the intangible aspects of leadership and the concept of the ‘art firm’ to understand how qualitative dimensions of leadership such as perception, visualisation and spontaneity influence leadership of the small firm. They develop a model of aesthetic leadership and then contextualise this to the craft enterprise to provide evidence of this alternative form of leadership.
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