Popular leadership ideas gain influence through clarity and certainty, often at the expense of nuance and theoretical depth. This paper examines the tension between popular leadership discourse and scholarly research, drawing on Bourdieu's field theory to explain why visibility and charisma tend to outweigh rigor in the marketplace of ideas. We argue that the business case study offers a productive alternative as a form of translational scholarship. Using examples from Ivey Business School, we show how cases engage leaders with context, ambiguity, and judgment rather than simplified prescriptions. In contrast to formulaic leadership narratives, the case method develops the capacity to think critically about complex, real‐world dilemmas.
Neufeld et al. (Sat,) studied this question.