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The author(s) declared no potential conflicts of interest with respect to the research, authorship, and/orpublication of this article.FundingThe author(s) received no financial support for the research, authorship, and/or publication of thisarticle.ReferencesAdorno T (1974)Minima Moralia. London: Verso Editions.Amalberti R and Deblon F (1992) Cognitive modelling of fighter aircraft’s control process: A steptowards intelligent onboard assistance system.International Journal of Man-Machine Studies36:639–671.Alvesson M and Ka¨ rreman D (2007) Constructing mystery: Empirical matters in theory development.Academy of Management Review32: 1265–1281.Alvesson M and Sko¨ ldberg K (2009)Reflexive Methodology: New Vistas for Qualitative Research.London: Sage.Alvesson M and Sveningsson S (2003) Managers Doing Leadership: The Extra-Ordinarization of theMundane.Human Relations56(12): 1435–1459.Aristotle (2004)Nichomachean Ethics. London: Penguin.Avineri S (1974)Hegel’s Theory of the Modern State. Cambridge: Cambridge University Press.Bass BM (1990) From transactional to transformational leadership: Learning to share the vision.Organizational Dynamics118: 19–31.Beltra´ n C (2004) Criticizing the demos: Agonistic governance in Plato and Mencken.Paper presentedat the annual meeting of the American political science association.Bergstrom C (2015)The Battle of Britain: An Epic Conflict Revisited. Oxford: Casemate.Brannan MJ and Priola V (2012) ‘Girls Who Do Boys Like They’re Girls’? Exploring the role of genderin the Junior management of contemporary service work.Gender, Work and Organization19(2):119–141.Brown A (2014)The Myth of the Strong Leader: Political Leadership in the Modern Age. London: TheBodley Head.Burns JM (1978)Leadership. New York: Harper & Row.Campbell D, Hannah S and Matthews M (2010) Leadership in military and other dangerous contexts.Military Psychology22: S1–S14.Caza A and Jackson B (2011) Authentic leadership. In: Bryman A, Collinson D, Grint K, et al. (eds)The Sage Handbook of Leadership. London: Sage, pp. 352–364.Carroll BJ, Parker P and Inkson K (2010) Evasion of boredom: An unexpected spur to leadership?Human Relations63(7): 1031–1049.Crowder (2006) Chantal Mouffe’s agonistic democracy. In:Paper presented at the Australasian politicalstudies association conference, University of Newcastle, Callaghan, NSW, Australia.Cunliffe AL (2003) Reflexive inquiry in organizational research: Questions and possibilities.HumanRelations56: 983–1003.Currie G and Lockett A (2007) A critique of transformational leadership: Moral, professional andcontingent dimensions of leadership within public services organizations.Human Relations60(2):341–370.DannerJandCoopersmithM(2015)TheOtherFWord:HowSmartLeaders,TeamsandEntrepreneurs Put Failure to Work. London: Wiley.16Leadership 0(0)
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