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Notes
- 1.
Van Loon and Wijsbek 2003.
- 2.
Van Loon and Van Dijk 2015. Before 2015, the concept of Dialogical Leadership was explored in Van Loon, The Secret of Being a Leader. Searching for the Essence (2006), and summarized in a whitepaper , Van Loon, Dialogical Leader. Developing Leaders for the Future (2010). Other authors using the term Dialogische Führung are Dietz and Kracht (2011).
- 3.
The inaugural address was delivered in Dutch.
- 4.
Conference Board 2011. Leadership Essentials for 2020 and beyond.
- 5.
Greenleaf 1970.
- 6.
Goleman 1995.
- 7.
Wheatley 1994.
- 8.
Hill 2013.
- 9.
Goleman 2000.
- 10.
Gosling and Mintzberg 2003.
- 11.
Kilburg and Donohue 2011.
- 12.
Hickman 2016.
- 13.
To demonstrate that good leadership has this double meaning of effective and ethical is a separate research project, that would be worthwhile to do for a Ph.D. student. As the two are separate, it is possible that we speak about good leadership in the sense of effectiveness, while not serving the common good (like in the financial crisis).
- 14.
Hickman uses five terms next to another for members of an organization: organizational participants, followers, team-members, employees or associates. We have experienced that choosing the right expression in the relation leader-follower is critically important to not evoke the wrong associations (i.e. passivity in this role). See also: Koonce et al. 2016.
- 15.
Gergen 2009a, 148.
- 16.
- 17.
Hersted and Gergen 2013, 17.
- 18.
Hersted and Gergen 2013, 20.
- 19.
Hersted and Gergen 2013, 20.
- 20.
Hersted and Gergen 2013, 21.
- 21.
Baggini 2011, 126: “Thought and feeling are what matter does, when it is arranged in the remarkably complex way that brains are. Matter is all that is needed for them to exist, but they are not themselves lumps of matter. In this sense, “I is as verb dressed as a noun.” We are—in Baggini’s view—made up of nothing more than physical stuff, but to describe our true nature, you need more than just a physical vocabulary. “We are no more than, but more than just, matter.” (123).
- 22.
Hawes 1999.
- 23.
- 24.
- 25.
Kernis 2003.
- 26.
Northouse 2007, 347.
- 27.
George 2007.
- 28.
Van Loon 2006. Most important contributors are: Valuation Theory, Self-Confrontation Method, Hermans and Hermans-Jansen (1995) Dialogical Self Theory, Hermans and Gieser (2012); Hermans and Hermans-Konopka (2010), Institute of Dutch Quality, Van Loon and Roozendaal (2006) Leadership Theories and the epistemological theory of Ulrich Libbrecht (2007), and—of course—conversations with clients, individually, with their teams and the organization as a whole.
- 29.
You can switch between these styles if there is ‘ma’, as a pause, as a significant silence in the internal and external relation. Here a process of distancing oneself from oneself starts, and new meaning and action can be generated. Creating free energy, flexibly switching between concentrating and deconcentrating, in a field of relation.
- 30.
For the details, see Chap. 4. Creating Conditions for Generative Dialogue.
- 31.
I use the word ‘empty’ here, as the content is filled in the conversation in an unique and singular way. It enables people to construct their self-narrative in a conceptually complete manner, as they are invited to reflect on the core elements applied to their own life and work as a leader and as a follower. If the reader is convinced of an element that is missing in the conceptual framework, you are invited to send an email to the author, as we continuously want to improve the concept.
- 32.
- 33.
Hermans et al. 1992.
- 34.
Hermans and Hermans-Konopka 2010, 326.
- 35.
“Metalogue reveals a conscious, intimate, and subtle relationship between the structure and content of an exchange and its meaning. The medium and the message are linked.” Isaacs 1993, 38.
- 36.
Hermans 2006, 51. [Translated from the Dutch text].
- 37.
Isaacs 1999.
- 38.
Bohm 1996.
- 39.
Goffee and Jones 2006.
- 40.
Hermans and Konopka 2010, 330.
- 41.
Gergen 2009a, 147.
- 42.
Grint 2005 distinguishes between crises, tame and wicked issues.
- 43.
Ford and Ford 1995.
- 44.
This refers to a mode of realizing activity in between active and passive, a participative mode (Bohm 1996, 96–109). A participative mode is crucial for describing the atmosphere in a dialogue in an appropriate way. Cf. what was mentioned before about field awareness and deconcentrated energy by Libbrecht (2007).
- 45.
Problems: what to do, either ↔ or? Puzzles: how to solve on a continuum of either ↔ or? Polarity: how to solve simultaneously in two opposing directions?
- 46.
Keller and Price 2011, 213.
- 47.
See Sect. 5.7 for an extensive description of this case.
- 48.
In Sect. 4.6.2 the roles of change leader, and professional will be described and discussed more in detail.
- 49.
Q = P/P + N × 100. P = sum total of positive feelings; N = sum total of negative feelings; Q = general positive quality. The higher the number, the more positive the sentence is experienced (here 88).
- 50.
I use Raggatts ordering in the handbook of Dialogical Self Theory (2012, 31).
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van Loon, R. (2017). Dialogical Leadership. In: Creating Organizational Value through Dialogical Leadership . Springer, Cham. https://doi.org/10.1007/978-3-319-58889-6_3
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