Leading through fear: Emotionality, Rationality and Innovation in a UK Manufacturing Company

Joan Lockyer, Darren McCabe

    Research output: Contribution to journalArticle

    10 Citations (Scopus)

    Abstract

    Many critical and mainstream accounts of innovation present leaders and managers as rational agents who innovate to secure organisational goals such as profitability, productivity and/or control. We draw on a case study of Organisational Innovation (OI) from the UK manufacturing sector to question this assumption of instrumental rationality through exploring the dysfunctional consequences of the use of fear. Using the case study, we explore how the dominance of instrumental rationality is such that actions undertaken in its name can serve, in some circumstances, to ensnare managers and, at times, silence dissent.
    Original languageEnglish
    Pages (from-to)48 - 61
    Number of pages41
    JournalEuropean Journal of International Management
    Volume5
    Issue number1
    DOIs
    Publication statusPublished - Jan 2011

    Fingerprint

    instrumental rationality
    emotionality
    rationality
    manufacturing
    manager
    anxiety
    innovation
    organizational goal
    manufacturing sector
    profitability
    productivity
    leader
    present
    Instrumental rationality
    Innovation
    Manufacturing companies
    Rationality
    Managers
    Manufacturing sector
    Organizational innovation

    Keywords

    • Emotion
    • organisation
    • rationality
    • power
    • fear
    • Inequality

    Cite this

    Leading through fear : Emotionality, Rationality and Innovation in a UK Manufacturing Company. / Lockyer, Joan; McCabe, Darren.

    In: European Journal of International Management, Vol. 5, No. 1, 01.2011, p. 48 - 61.

    Research output: Contribution to journalArticle

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