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This special issue features some new studies that are referred to by the editorial team as 'second generation' research in the field of leadership-as-practice (L-A-P). Consistent with this journal's title, Journal of Change Management: Reframing Leadership and Organizational Practice, this issue focuses on those sociomaterial practical accomplishments and turning points that change trajectories within the flow of practice, thus producing leadership. In this second generation of L-A-P studies, writers would begin to establish the boundary conditions that explicitly define the field's interpretation of leadership, especially its concentration on collective change agency. This essay as well as the accompanying four papers, through the exploration of un- and under-explored areas, thus intend to contribute to further L-A-P theoretical development and application. In particular, the special issue begins to resolve where and when leadership within the flow of practice actually occurs, how it integrates with but also differentiates from other plural leadership traditions, which kinds of applied practices can enhance applications in organizational learning and development, and lastly how agency can be mobilized through the interconnection between current and dispersed chains of activity over time and across space.MAD statementThis article serves to introduce the accompanying Special Issue intending to Make A Difference (MAD) in launching a second generation of L-A-P research that further contributes to help scholars and practitioners make the transition from leadership as an individual property to leadership as a practice. In so doing, it positions leadership as no longer dependent upon individuals but as a process of collective change agency. Thus, social change would not be contingent on receiving marching orders from others; it would be mobilized from the contested sociomaterial interactions among the voices involved.

This article explores how the changes brought about by flexible offices affect managerial work, focusing on middle managers. Our study of three organizations that have adopted flexible offices reveals that middle managers face increased responsibilities and additional activities after such adoption, highlighting an intensification of their work. Combining the practice perspective with the theoretical lens of place and its concepts of trajectory and throwntogetherness, we put forward a definition of managerial work as situated ordering that is an ongoing sociomaterial accomplishment. We identify four new managerial practices required in flexible offices to achieve situated ordering, namely materializing new homes, sustaining closeness, reproducing alignment and keeping performance under control. Taken together, these practices reveal how managerial work changes when its place is altered, elucidating why such alterations create more work for managers. In doing so, our study addresses why and how place matters for managerial work.

This guide is the result of research we have done in the 2-years long project InPro-Hym (INclusive andPROductive HYbrid Meetings), and also draws on our work in the research projects MnC (Meetings and Community in the postdigital era) and MeetWell(Leadership and Employee Well-Being in Virtual and Hybrid Meetings). The InPro-Hym project has been performed in collaboration between Mälardalen University, the University of Gothenburg, Hitachi Energy and the municipality of Västerås. The project has been funded by Vinnova.This guide is based on empirical, theoretical and analytical work. The vignettes and the quotes reproduce parts of the empirical material produced through participatory design methods. We are thankful for the generous way in which employees of Hitachi Energy, the municipality of Västerås and also Arbetsförmedlingen have participated in the project and we wish in particular to thank Carl-Ove Kolmodin, Jörgen Sandström, Anette Gustaffson and Ylva Thim for their additional contributions. A big thanks goes to the reference group too.

This guide is the result of research we have done in the 2-years long project InPro-Hym (INclusive andPROductive HYbrid Meetings), and also draws on our work in the research projects MnC (Meetings and Community in the postdigital era) and MeetWell(Leadership and Employee Well-Being in Virtual and Hybrid Meetings). The InPro-Hym project has been performed in collaboration between Mälardalen University, the University of Gothenburg, Hitachi Energy and the municipality of Västerås. The project has been funded by Vinnova.This guide is based on empirical, theoretical and analytical work. The vignettes and the quotes reproduce parts of the empirical material produced through participatory design methods. We are thankful for the generous way in which employees of Hitachi Energy, the municipality of Västerås and also Arbetsförmedlingen have participated in the project and we wish in particular to thank Carl-Ove Kolmodin, Jörgen Sandström, Anette Gustaffson and Ylva Thim for their additional contributions. A big thanks goes to the reference group too.

Den här reflektionsguiden är ett resultat av den forskning vi gjort i det tvååriga projektet InPro-Hym(INkluderande och PROduktiva HYbrida Möten). Guiden bygger även på vårt arbete i forskningsprojekten MnC(Meetings and Community in the postdigital era) och MeetWell (Leadership and Employee Well-Being in Virtual and Hybrid Meetings). In Pro-Hym har genomförts i samarbete mellan Mälardalens universitet,Göteborgs universitet, Hitachi Energy och Västerås kommun. Projektet har finansierats av Vinnova. Guiden bygger på empiriskt, teoretiskt och analytisk tarbete. Vinjetterna och citaten återskapar delar av det empiriska materialet som tagits fram utifrån en deltagande ansats och en designtänkade metodik. Vi är tacksamma för den generositet med vilken anställda på Hitachi Energy, Västerås kommun och även Arbetsförmedlingen har deltagit i projektet och vi vill särskilt tacka Carl-Ove Kolmodin, Jörgen Sandström,Anette Gustafsson och Ylva Thim för deras bidrag.Vi vill även rikta ett stort tack till referensgruppen.

Den här reflektionsguiden är ett resultat av den forskning vi gjort i det tvååriga projektet InPro-Hym(INkluderande och PROduktiva HYbrida Möten). Guiden bygger även på vårt arbete i forskningsprojekten MnC(Meetings and Community in the postdigital era) och MeetWell (Leadership and Employee Well-Being in Virtual and Hybrid Meetings). In Pro-Hym har genomförts i samarbete mellan Mälardalens universitet,Göteborgs universitet, Hitachi Energy och Västerås kommun. Projektet har finansierats av Vinnova. Guiden bygger på empiriskt, teoretiskt och analytisk tarbete. Vinjetterna och citaten återskapar delar av det empiriska materialet som tagits fram utifrån en deltagande ansats och en designtänkade metodik. Vi är tacksamma för den generositet med vilken anställda på Hitachi Energy, Västerås kommun och även Arbetsförmedlingen har deltagit i projektet och vi vill särskilt tacka Carl-Ove Kolmodin, Jörgen Sandström,Anette Gustafsson och Ylva Thim för deras bidrag.Vi vill även rikta ett stort tack till referensgruppen.

This guide is the result of research we have done in the 2-years long project InPro-Hym (INclusive andPROductive HYbrid Meetings), and also draws on our work in the research projects MnC (Meetings and Community in the postdigital era) and MeetWell(Leadership and Employee Well-Being in Virtual and Hybrid Meetings). The InPro-Hym project has been performed in collaboration between Mälardalen University, the University of Gothenburg, Hitachi Energy and the municipality of Västerås. The project has been funded by Vinnova.This guide is based on empirical, theoretical and analytical work. The vignettes and the quotes reproduce parts of the empirical material produced through participatory design methods. We are thankful for the generous way in which employees of Hitachi Energy, the municipality of Västerås and also Arbetsförmedlingen have participated in the project and we wish in particular to thank Carl-Ove Kolmodin, Jörgen Sandström, Anette Gustaffson and Ylva Thim for their additional contributions. A big thanks goes to the reference group too.