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Martin Wood
Royal Melbourne Institute of Technology
  1.  45
    Leadership as Relational Process.Martin Wood & Mark Dibben - 2015 - Process Studies 44 (1):24-47.
    Various scholars defend the idea that leadership is something accomplished between the leader and the led, rather than something that coincides with the role of an individual manager. Even so, we argue that shared leadership implies a relational ontology grasping leadership as an ever-changing series of events that is thoroughly processual in nature. Supplementing existing analyses and expanding the possibilities for relational leadership research, we propose a view from the perspective ofprocess philosophy, in which relations determine individual leaders and followers, (...)
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  2. The Presence of the Real: Jalarāmkathā and the Experience of the Transcendent.Martin Wood - 2022 - International Journal of Hindu Studies 26 (1):113-134.
    Rarely is the presence of the Gujarati saint Jalarām Bāpā felt more immediately, and indeed collectively, by his devotees in India and throughout the diaspora than when his narrative is recited during the Jalarāmkathā. This article examines the multiexperiential nature of the Jalarāmkathā as it unfolds through various transcendental mediums, all of which center on the kathākār, a public teller of the narrative. It is framed by recent scholarly discussions regarding Robert A. Orsi’s suggestion that we need to go beyond (...)
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  3.  35
    Leadership and Language Games.Antonio Marturano, Martin Wood & Jonathan Gosling - 2010 - Philosophy of Management 9 (1):59-83.
    Process theories of leadership emphasize its relational nature but lack a substantial method of analysis. We offer an account of leadership as a language-game, employing the concepts of opaque context and propositional attitudes. Using established methods of linguistic analysis, we reformulate Weber’s understanding of charismatic leadership. A by-product of this approach is to limit the epistemological role of individual psychology in leadership studies, and to increase the relevance of linguistic and semantic conventions.
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  4.  7
    The Process of Organizing Knowledge: Exploring the In-Between.Martin Wood - 2003 - Process Studies 32 (2):225-243.
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  5.  30
    Cyborg: A Design for Life in the Borderlands.Martin Wood - 1999 - Emergence: Complexity and Organization 1 (3):92-104.
    Traditional managers have insisted in a highly structured way of institutionalizing the mechanistic, functianalized, physical management of people and artifacts. This focus on structure creates a tension between the need for rigid command on the OM hand and that for flexible response to threats on the other. The modern worker i s thereby confronted with a bewildering multiplicity of partial identities, contradictory viewpoints and corporate strategies that pull in different directions. Wood suggests a contrasting approach, the cyborg self; a hybrid (...)
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