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Its key contribution is the innovative operationalisation of stealth power and the inductive identification of four practices which obscure that centralised power, i.e. rhetorical collegiality, agenda control, in-group loyalty and (at a deeper level) the invisibility of gendered power. The purpose of the article is emancipatory: by creating an awareness of these leadership practices, it challenges their persistence.<\/jats:p>","DOI":"10.1177\/1742715019853200","type":"journal-article","created":{"date-parts":[[2019,5,28]],"date-time":"2019-05-28T01:43:23Z","timestamp":1559007803000},"page":"722-743","update-policy":"https:\/\/doi.org\/10.1177\/sage-journals-update-policy","source":"Crossref","is-referenced-by-count":28,"title":["Leadership practices by senior position holders in Higher Educational Research Institutes: Stealth power in action?"],"prefix":"10.1177","volume":"15","author":[{"ORCID":"https:\/\/orcid.org\/0000-0003-3465-5390","authenticated-orcid":false,"given":"Pat","family":"O\u2019Connor","sequence":"first","affiliation":[{"name":"Department of Sociology, University of Limerick, Ireland; Geary Institute, University College Dublin, Ireland"}]},{"given":"Patricia Y","family":"Martin","sequence":"additional","affiliation":[{"name":"Department of Sociology, Florida State University, Tallahassee, USA"}]},{"given":"Teresa","family":"Carvalho","sequence":"additional","affiliation":[{"name":"Department of Social, Political and Territorial Sciences, Centre for Research in Higher Education Policies (CIPES), University of Aveiro, Portugal"}]},{"given":"Clare O\u2019","family":"Hagan","sequence":"additional","affiliation":[{"name":"University of Limerick, Ireland"}]},{"given":"Liria","family":"Veronesi","sequence":"additional","affiliation":[]},{"given":"Ornella","family":"Mich","sequence":"additional","affiliation":[{"name":"Fondazione Bruno Kessler, Italy"}]},{"given":"Gulsun","family":"Saglamer","sequence":"additional","affiliation":[{"name":"Istanbul Technical University, Turkey"}]},{"given":"Mine G","family":"Tan","sequence":"additional","affiliation":[{"name":"Istanbul Technical University, Turkey"}]},{"given":"Hulya","family":"Caglayan","sequence":"additional","affiliation":[{"name":"Istanbul Technical University, Turkey"}]}],"member":"179","published-online":{"date-parts":[[2019,5,27]]},"reference":[{"key":"bibr1-1742715019853200","doi-asserted-by":"publisher","DOI":"10.1177\/089124390004002002"},{"key":"bibr2-1742715019853200","doi-asserted-by":"publisher","DOI":"10.1177\/0891243206289499"},{"key":"bibr3-1742715019853200","doi-asserted-by":"crossref","unstructured":"Alvesson M (2017) Leadership: convergence and divergence in leadership relations.\n                      Journal of Management Enquiry\n                      . 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