ABSTRACT
The leadership-as-good management view that has dominated the study of leadership communication is too limited for envisioning leadership in the postindustrial era, for it places an emphasis on goals and outcomes, which assumes we can objectively characterize persons (e.g., as masculine and feminine) and situations (as functionally ordered) to achieve those goals and outcomes (Cheney, Christensen, Zorn, & Ganesh, 2004). Although this view may have been effective for doing leadership in the industrial economy, it is too limiting for the rapid change and ambiguity of the postindustrial global economy (Rost, 1991). More fundamentally, it is not well-suited for the multicultural, racialized, often contradictory viewpoints and paradoxical situational challenges of 21st-century organization (Parker, 2001).
