CONCEPTUALIZING LEADERSHIP PROCESSES: A STUDY OF SENIOR MANAGERS IN A FINANCIAL SERVICES COMPANY*

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Abstract
Established methodologies of leadership research have placed unnecessary constraints upon our capacity to examine creatively actual leadership practices and to generate fresh insights into their dynamics. A regeneration of leadership research depends upon the development of new frameworks of interpretation which yield new or deeper understanding of processes to which the term ‘leadership’is usually attributed. To this end, the article presents a conceptual framework founded upon well established traditions of social enquiry which have been underutilized in leadership research. The value of this framework is demonstrated through the analysis of data taken from an intensive field study of leadership processes amongst senior managers. It is argued that this methodology for leadership research serves to answer calls for increasing the practical relevance of leadership research without making unacceptable sacrifices to its intellectual credibility.