Aloneness & Identity At Work

Leadership is generally seen as a relational process, with a social influence process at its very core. Limited attention has been paid to instances in which leadership happens (or potentially then does not happen) in absence of others. However, we argue that leadership in absence of others is not uncommon, especially in modern work life. Leadership in absence of others can take many forms that can be (a) physically or psychologically, and (b) voluntary and involuntarily. For example, it can refer to leaders choosing to work remotely, in physical distance of others. But it can also refer to leaders feeling lonely while being among their team members.

The project pays tribute to the multitude of possibilities in modern work life in which leaders are (in)voluntarily operating in physical and/or psychological absence of others. By applying a multi-disciplinary perspective to aloneness, leadership and identity, the project aims to develop an understanding of the situations, in which leaders are in absence of others, how these situations are linked to broader themes in the organization and society, and how the associated experiences affect leaders in constructing and de-constructing their identities.

Durham academic involved:

• Karolina Nieberle, Psychology (PI)
• Janey Zheng, Management (PI)
• Olga Epitropaki, Management
• Keming Yang, Sociology