Joe Raelin

Joe Raelin


JOE RAELIN is an internationally-recognized scholar in the fields of work-based learning and leadership. He holds the Asa S. Knowles Chair of Practice-Oriented Education at Northeastern University in Boston and is also Professor of Management in the D’Amore-McKim School of Business. He received his Ph.D. from the State University of NY at Buffalo. His research and consulting have focused on human resource development, focusing in particular on executive education through the use of action learning. A prolific writer, Joe has written for the leading management journals, among which are some seminal works cited liberally in his fields. Among his books are: The Clash of Cultures: Managers Managing Professionals, considered now to be a classic in the field of professionals and bureaucracy (Harvard Business School Press, 1991), the latest edition of Work-Based Learning: Bridging Knowledge and Action in the Workplace (Jossey-Bass, 2008), Creating Leaderful Organizations: How to Bring Out Leadership in Everyone (Berrett-Koehler, 2003), and most recently to accompany the latter, The Leaderful Fieldbook: Strategies and Activities for Developing Leadership in Everyone (Nicholas-Brealey, 2010). He is recipient of the 2010 David Bradford Outstanding Educator Award from the OBTS Teaching Society for Management Educators as well as the 2013 North-American CEIA James W. Wilson Award for outstanding contributions to research in the field of cooperative education. Joe’s philosophical ties to the Taos Institute arise largely from his way of connecting social learning and social practices to agency in the form of collective leadership. He joins others who seek to deconstruct leadership from its identity as an individual trait and bolster its view as an immanent process and product of those contributing to an endeavor of import who together decide on their responsibilities. Joe contributes to this practice perspective of leadership, now referred to as “leadership-as-practice,” by developing his own democratic ideological version, known as “leaderful practice.” It calls for the co-creation of community by all who are involved interdependently in its development. As a social constructionist alternative to individual psychological leadership, it seeks to reconstruct leadership as an intersubjective agency mobilized through engaged social interaction, in particular, through emancipatory discourse.

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Reflection as the Engine of Ethical Inquiry

In this age of Enron and WorldCom, how can we jump-start much-needed ethical inquiry within the corporate world? The engine to do so may…

The Land Mines of Change

Consider an all-too-familiar vignette that probably occurs daily in organizations around the world. This scenario has been referred to as the “Catch-22” of change.