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Exploring the Connections among Adaptive Leadership, Facets of Imagination and Social Imaginaries

Virginia Tech Institute for Policy and Governance, USA, mstephen{at}exchange.vt.edu

This article explores the relationship between leadership as adaptive work and different forms of social consciousness, and between leadership and alternate facets of imagination. It argues that nongovernmental and government leaders typically are enjoined either to support or to challenge existing imaginaries at different levels of analytic aggregation — social, community, interorganizational and organizational — and that they routinely employ different dimensions of imagination to do so. These include aesthetic, cognitive, affective and moral imagination. The essay concludes with a brief overview of the implications of the argument for leadership practice.

Key Words: adaptive leadership • imagination epistemes • nongovernmental and public leadership

Public Policy and Administration, Vol. 24, No. 4, 417-435 (2009)
DOI: 10.1177/0952076709340715


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