Conclusion
The story that remains
What the constitutive claim actually means, and three limitations
In the author's words
From the ConclusionThe suggestion that we open up these kinds of questions for examination does not imply decades of research on the topics of strategy and leadership are mistaken or that we need to start afresh. This is not what I believe, and it would be extraordinary hubris. The argument behind “leadership-as-narrative” is a more modest but still a far-reaching one: that there is a need to give greater recognition to what this book claims to be a social truth - there are no story-free zones in organisations.
Key questions
- What would the story look like if the beginning were moved to an earlier point?
- What is the amortiguador in this organisation — who holds the space open?
- Which tasks here are genuinely impossible?
- What is the question the story is designed to prevent?
- Having read one story about leadership, what would it take to write another?
Central concepts
Cases in this chapter
Work with it
Related lens: All six lenses
Related tools: Critical Narrative Review
Status: passage quoted directly from the manuscript · this chapter has no abstract · questions and concepts are site-written · author review required