“Caring Leadership: A Heideggerian Perspective,” by Leah Tomkins and Peter Simpson, 2015, Organization Studies, 36(8), pp. 1013-1031, © The Author(s).
本文根據海德格（Martin Heidegger, 1889-1976）哲學中的關念（care）1發展出 了關懷領導（caring leadership）的概念。以此角度觀之，關懷領導是立基在「躍入」 （leaping-in）和「躍前」（leaping-ahead）的實踐之上，是介入到世界中事務以及介入 到他人努力當中的一種模式。這涉及了對介入（intervention）的後果進行衡量且承擔責 任，並以一種鼓勵與提升他人的渴望，來平衡極欲想要確定結果和可見成就的衝力。我 們的分析建議扭轉了數種有關當代領導爭論的看法。我們主張，現在流行的交易型或轉換型的領導應受到批判，但並不因為它過度信賴，反而因為它太不信賴中介者（agency）而應受到批判。這是一種不同於英雄式或魅力式的中介模型，它涉及了對於複雜性和模糊性的容忍、一種時間軌跡的豐富感、對他人在世界中存在的關懷，以及最重要的，抗拒一種令人感到舒適之最佳實踐的能力。據此立場，我們主張，愈來愈多學者所關注的關懷倫理學的問題，乃在於它提供了一個太誘人的方案讓人去跟隨。以海德格的觀點來看，關懷領導與同情、善意或和善沒有什麼關係；它關於並且要求一種基礎的組織和自我的領導。

This paper develops the idea of caring leadership based on Heidegger’s philosophy of care. From this perspective, caring leadership is grounded in the practices of ‘leaping-in’ and ‘leaping-ahead’ as modes of intervention in the affairs of the world and the efforts of others. This involves gauging and taking responsibility for the ramifi cations of intervention, balancing the urge for certainty of outcome and visibility of contribution with the desire to encourage and enable others. Our analysis suggests several twists to contemporary leadership debates. We argue that the popular models of transactional and transformational leadership are to be critiqued not for their over-reliance but, rather, their under-reliance on agency. This is a different kind of agency to that of heroic or charismatic models. It involves tolerance of complexity and ambivalence; a rich sense of temporal trajectory; concern for one’s presence in the world; and crucially, the ability to resist the soothing normativity of ‘best practice’. From this position, we argue that the problem with the growing scholarly interest in an ethic of care is that it provides too tempting a recipe to follow. In a Heideggerian view, caring leadership has little to do with compassion, kindness or niceness; it involves and requires a fundamental organization and leadership of self.