This paper aims to bridge the gap between subjective lived experiences and objective social conditions in leadership research by offering a comprehensive understanding of leadership within its operational environment. It seeks to unravel the intricate lived experiences of leaders, acknowledging the dynamic interplay between their internal realities and external social structures.
Using a stringent preferred reporting items for systematic reviews and meta-analyses framework, a rigorous analysis of 48 peer-reviewed papers, using in vivo coding with MAXQDA Analytics Pro, 2020, to classify themes and develop a robust theoretical interpretation through the lens of Bourdieu’s theory of practice integrated with phenomenology.
The research empirically highlights the profound influence of leaders’ situatedness, delineating the interconnectedness of their internal predispositions (habitus) with external realities (doxa). Furthermore, four distinctive themes from leader narratives followed by an outline of future research directions are drafted for an enhanced comprehension of the leadership experience.
The study is wholly qualitative and does not integrate quantitative findings, which could have yielded a more comprehensive synthesis of the subjective narratives.
The findings offer crucial insights for designing effective leadership development interventions that consider socio-cultural contexts and a leader’s predispositions to promote successful leadership experiences for individuals and organizations.
This study underscores how organizations can curate targeted development interventions to foster leaders cognizant of embodied ethics and somatic experiences, adept at emotional regulation and proficient in navigating complex social dynamics while contributing to enhanced organizational cultures and broader societal well-being.
This paper offers a unique theoretical application by integrating phenomenological inquiry with Bourdieu’s theory of practice, providing a robust lens for understanding leadership as a complex, lived-in experience. This unique theoretical application contextualizes leadership within its operational environment, in the moment of action, a critical blind spot in research long restricted by individualistic and purely cognitive models.
