“Dialogue – possible between leader and follower?” - Ashridge

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1. Introduction In this paper I seek to convey the background to my doctoral research, the inquiry questions I am exploring and the some of the emerging thoughts from my data so far. I am keen to make the utmost use of the panel of academics at this masterclass! To this end I pose some specific questions that I would appreciate some feedback on at the end of this document. This paper is not written in the style of a journal article. Although academic in nature I have chosen to write some of it in a more personal manner. Given the nature of the masterclass, and the still relatively early stage of my studies, I felt this would be more appropriate and it gives me the ability to be very open and clear about areas which I am unsure about and need advice on. It also happens to be a style that I enjoy using the most. This paper explores the following: • A brief background and explanation of why I am studying in this area. What is it about dialogue that feels so important to me? • A summary of the reviews of the literature that I have undertaken in the areas of dialogue and relational leadership. • My research inquiry questions, my ontological perspective and how this informs my methodological choices to date. • My experiences in co-operative inquiry. • Some emerging themes. • Where I go next. • Some questions for the panel. 2
2. Background It is difficult for me to identify a moment where my interest in dialogue began. Possibly it started after I graduated from University and I went travelling for a couple of years. Having read absolutely nothing in relation to dialogue or leadership I nevertheless noticed that I had moments when meeting the eclectic mix of people I encountered around the world where I felt truly connected, present and as Csikszentmihalyi would say “in flow”, (2002). I knew that for some reason, sometimes I felt quite detached, and judgemental, and self- absorbed, and other times I was able to simply be with another person, very very present. The difference in the way conversation flowed as a result was clear to me. On returning from travel I embarked on working life, first as a strategy consultant and then in the madness of the internet frenzy towards the end of the 1990s. Questions of connection and presence took a backseat – I was too busy and too focused on myself. However at the turn of the millennium I joined Deloitte in their London office in the People and Organisational Change consulting practice. Now I became engaged in figuring out how leadership teams communicated during times of change. Through coaching ‘leaders’ and seeing them in action I could see that some seemed to be able to have more open, honest conversations with those in their organisations. They came across as caring, open to learning and generally were regarded more successful in leading change. As my curiosity increased I undertook a Masters degree at the University of Surrey in Change Agent Skills and Strategies. More than learning about theories of change, I probably learnt most about myself and how I am with others. I became aware of how unaware I often was in my interactions with others. I dared to open myself up more to others and I began to be genuinely interested in the creativity that was possible when people are able to be present in their relationship as opposed to caught up in self-absorbed thinking. I coined this deep connection ‘empathic resonance’ and in my dissertation started to explore what might enable such a relationship and what might get in the way, (Reitz 2007). 3
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Page 9 and 10: Both sets of authors have in common
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Page 15 and 16: and Uhl-Bien, 1995) and charismatic
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Page 19 and 20: to leadership theory” (2008:253).
Page 21 and 22: i. Inhibitions to leader-follower d
Page 23 and 24: can easily grow into a feeling that
Page 25 and 26: Research questions, methodology and
Page 27 and 28: A methodology which has grown in us
Page 29 and 30: My experiences of co-operative inqu
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Page 33 and 34: • As the above points indicate, i
Page 35 and 36: Where next? The process of co-opera
Page 37 and 38: References Anderson, R., Baxter, L.
Page 39 and 40: Habermas, J. (1984), The theory of
Page 41: Stewart, J. and Zediker, K. (2000),

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