Process thinking has given us signals regarding how to make critical judgements about, or else how to grasp actively and immanently, an organisational world on the move. The perspective of a world that is constantly changing draws our attention to the sensate feeling of time and to the creative use of the immediate past, which is no more and the immediate future, which is not yet, in our experience of the here and now. The current discussion uses the concept of process to contribute a more critical understanding of the actual occasion of leadership behaviour, anticipating this will offer both a route out of the popular obsession with individual leader-work and interactive studies of leadership as a predicate dependent on particular leaders and followers in interpersonal contexts, and toward the creative potential of leadership as process itself
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