Drawing from Michel Foucault’s reading of Immanuel Kant’s essay “What is Enlightenment?,” and specifically his definition ofascesis, we associate maturity with a capacity for, and interest in, forming the self. On the basis of an empirical study of making vinyl records following the successful commercialization of digital media, we identify micro-disciplinary techniques of self-forming that emerge as enthusiasts steadily learn the craft of vinyl record manufacturing. It is, we argue, through technology, rather than against it, that organizational immaturity can be (...) resisted. Craftwork involves testing and transforming, rather than just acquiring, traditional skills. Maturity involves an ongoing struggle of selectively and reflectively engaging with technologies via attempts to be the subject of one’s own subjection. The former contributes to the latter. (shrink)

This paper is about the relationship between leadership, organisational morals, and temporality. We argue that engaging with questions of time and temporality may help us overcome the overly agentic view of organisational morals and leadership ethics that dominates extant literature. Our analysis of the role of time in organizational morals and leadership ethics starts from a virtue-based approach to leading large-scale moral endeavours. We ask: how can we account for organizational morality across generations and independently of the leader? To address (...) this question, we studied the leadership model of the Jesuits, a Catholic Religious Order. Our case reveals that a virtue-based model of leadership does not necessarily imply that those who are selected to lead the organization are themselves virtuous, but that the processes underpinning the exercise of leadership are cyclical and repeated as truthfully as possible. Virtuous leadership, for the Jesuits, is therefore about the construction of an ideal type of leadership against which the processes which sustain it were designed. Our theoretical contribution is twofold. First, we propose an habitual understanding of moral forms of leadership, in which the procedural is constitutive of moral forms of organising; second, we explain how “timelessness”, understood as the quality of not changing as years go by, allowed the Jesuits to centre the processes which sustain their ethical model on the repetition, across space and time, of said processes, rather than on their outcome. We conclude that the search for virtue might be more relevant for large-scale moral endeavours than virtue itself. (shrink)