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, (...) and not the reverse. The process perspective invites us to see and to feel leadership subjectively within ourselves, instead of simply looking at it objectively from the outside. Understanding leadership in this way, as an internally related complex occasion of experience, has implications for expanding the possibilities for what is known in management as relational leadership research. (shrink)

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.