Chapter 2 Leadership: The Changing Nature of Leadership

Luthans and Avolio perspective:

" Authentic leadership is the confluence of positive psychology, transformational leadership and moral/ethical leadership and the authentic leader as someone who is (confident, hopeful, optimistic, resilient, transparent, moral/ethical, future-oriented, and gives the priority to developing associates to be leaders)

May, Hodges, Chan, and Avolio perspective:

" Starting from a very basic point of view, authentic people are at the center of authentic leadership, and authentic leadership is at the base of all positive, socially constructive forms of leadership."

Chaos

"Order without predictability" 2 Important Characteristics: 1. Inherently unpredictable 2. Displays a "hidden" pattern

The GLOBE Project

- A research team that was led by Robert House identified regional dimensions of culture - Study included 950 organizations in 62 world countries - Longitudinal study

5 Followership Patterns with THESE dimensions (Identified by Kelley)

- Independent - Critical Thinking and dependent - Uncritical Thinking - Alienated followers - Sheep, yes people, survivors, and effective followers

A former Student Government leaders highlighted 2 perspectives in the manner:

1) The Rational/Controllable world: Wish things were 2) The Unpredictable/Uncontrollable world: Is how we know things are

Describe authentic leaders in the following way: (Shamir and Eilam)

1. Authentic leaders do not fake their leadership. 2. Relatedly, authentic leaders do not take on a leadership role or engage in leadership activities for status, honor, or other personal rewards. 3. Authentic leaders are originals, not copies. 4. Authentic leaders are leaders whose actions are based on their values and convictions.

Theories of Charismatic Leadership:

1. House's Theory of charismatic leadership 2. Attribution theory of charisma 3. A self-concept theory of charismatic leadership 4. Psychoanalytic and social contagion explanations of charisma

What were some of the undesirable leadership attributes found in the study?

1. Irritable 2. Associate 3. Dictatorial 4. Non-cooperative 5. Egocentric

Myths about Leadership

1. Leaders are born, not made 2. Leadership is hierarchical, and you need to hold a formal position (have status and power) to be considered a leader 3. You have to have charisma to be an effective leader 4. There is one standard way of leading 5. It is impossible to be a manager and a leader at the same time ( Hold fort and strive to the goal) 6. You only need to have common sense to be an effective leader

Truths about Leadership

1. Leaders are made, not born 2. In today's fluid organizations, leadership occurs at all levels 3. Having a charismatic personality is not a prerequisite for leadership 4. There is not one identifiable right way to lead an organization or group 5. Some leaders and scholars believe it is important to make a distinction between the process of management and leadership 6. Leadership is a discipline that is teachable

5 ? Followership Patterns (Identified by Kelley)

1. Manage themselves well 2. Are committed to the organization and to a purpose, principle, or person outside themselves 3. Build their competence and focus their efforts for maximum impact 4. Are courageous, honest, and credible

Metaphorical Definitions of Leadership

1. Orchestra 2. "Lists of tasks" 3. Episodic moments 4. Deree's leadership jazz metaphor: Illustrates inclusiveness, valuing individuality, showing the importance of the public good, and empowering people to realize their gifts and talents

What were some of the leadership attributes that were found in the study?

1. Positive 2. Win-win problem solver 3. Just 4. Honest 5. Communicative 6. Encouraging 7. A team builder

Reciprocal Leadership Theories:

1. Servant leadership 2. Transforming leadership 3. Complexity leadership theory 4. Shared leadership 5. Follower-ship

John W. Gardner (1993)

A former presidential cabinet member and found former chair of Common Cause

Robert E. Kelley

A professor in the Grad School of Industrial Administration at Carnegie Mellon University

Relational Leadership Model (Definitions of Leadership)

A relational and ethical process of people together attempting to accomplish positive change. (Defined by the authors)

Transactional Leadership

An appeal to the self-interest of follower, one person takes the initiative in making contact with others for the purpose of an exchange of valued things.

Adaptive Leadership

An interactive event in which knowledge, action preferences, and behaviors change, thereby provoking an organization to become more adaptive.

Avoliom Gardnerr, Walumbwa, Luthans,and May perspective:

Authentic leaders: "Persons who have achieved high levels of authenticity in that they know who they are, what they believe and value, and they acting upon those values and beliefs while transparently interacting with others."

Relationships, Connections, and Anding

Concept "Andness": Occurs when you make a connection with something or someone, literally "anding" with it or them.

Chaos or Systems (1990 - present)

Control is not possible, so leadership is described as an influence relationship.

Trait Approach (1904 - 1947)

It was assumed that leaders had particular traits or characteristics such as intelligence, heights, and self-confidence that differentiated them from non-leaders and thus made them successful

Situational Contingency (1950 - 1960)

Leaders act differently, depending on the situation. The situation determines who will emerge as a leader. Different leadership behaviors are required for different situations.

Contemporary Definition of Leadership:

Leadership is a relational process based on the mutual goal towards some change or action.

Reciprocal (1978 - present)

Leadership is a shared process. Leadership is an outcome of participants and/or leaders interactions on a common agenda or change initiative.

Influence Theories (1920 - 1977)

Leadership is an influence of social exchange process.

(1993) Rost's Definition:

Leadership is an influence relationship among leaders and their collaborators who intend real changes that reflect their mutual purposes.

(Early) Mumford's Definition:

Leadership is one person controlling other or inducing them to follow his or her command.

Shared Leadership

Leadership is owned by the whole system as opposed to individuals or the formal leader; the effectiveness of leadership is determined by the interactions and connections of the participants.

(1990) Gardner's Definition:

Leadership is the process of persuasion or example by which an individual (or leadership team) induces a group to pursue objectives held by the leader or shared by the leader and his or her fellows

Learning and Development

Learning and development about leadership is a lifelong process involving.... - preparation - experience - trial-error - self - examination - and willingness to learn from mistakes and success

3 Shifts of Inherent in Shared Leadership (Fletcher and Kaufer)

Shift 1: Distributed and Interdependent Shift 2: Embedded in Social Interaction Shift 3: Leadership as Learning

Larraine's Definition

The Leadership process entails "initiating and guiding and working with a group to accomplish change".

Behavioral Approach (1950 - 1980)

There is one best way to be a leader. Leaders who express high concern for both people and production or consideration and structure will be effective. The way they treat others, go about their day.

Emerging Leadership Paradigms: What have the reciprocal theories allowed us to experience?

They give us a shift from the industrial paradigm to the postindustrial paradigm of leadership.

Charisma (Max Weber)

To describe a form of influence based not on a traditional power or formal authority but rather on follow perceptions that the leader is endowed with exceptional qualities.

Transforming Leadership Theory

Transforming leadership is "a process where leaders and followers raise one another to high levels of morality and motivation". Relation of mutual stimulation and elevation that converts followers into leaders and may convert leaders into moral agents. - Burns The leaders appealed to follower's ideals such as liberty, justice, equality instead of other emotions like fear, greed, jealousy, and hatred.

Servant - Leadership

View leader as "servant", a person that wants to serve others (to make a difference). Build for places to become better places for others. (Don't do it to fulfill desires to lead or resume)

Great Man Approach (1800 - 1900)

a) Darwinistic thinking dominated the first theories in the 18th century, under the assumption that leadership is based on hereditary properties. - E.g.: Intermarriage of the fittest would produce an aristocratic class superior of the lower class b) Leaders call for certain qualities like commanding personality, charm, courage, intelligence, persuasiveness and aggressiveness.

Relationship between authentic leader and follower as: ( By Gardnerr, Avolio, Luthans, May and Walumbwa )

a) Transparency, opennes, and trust b) guidance toward worthy objectives c) an emphasis on follower development

The LPC Model (Situational Contingency)

● Describe how the situation moderates the relationship between the leader traits and the effectiveness → focuses on the importance of the situation in explaining leader effectiveness ● Developed by Fielder (mid - 1960s)

Generation of Leadership Theories

● Great Man approach ● Trait approach ● Behavior approach ● Situational contingency ● Influence ● Chaos theories ● Reciprocal Leadership approach

What did he write in 1965? What was it about?

● He wrote an essay called the "Anti Leadership Vaccine" in which he made the point that people are less willing to take the challenge of leadership because of the growing distrust society has grown towards leaders ● Easily willing to let others take charge

Authentic Leadership (1900 - present)

● Leadership is genuine and transparent ● Authenticity emerges between and among leaders and participants interaction ● Develops over time ● Recognizes the need to understand the powerful impact of hope, trust, and positive emotions an the need to understand the attitudes and behaviors of followers

The Path - Goal Theory (Situational Contingency)

● Personal characteristics (skills, needs, and motives) of group members and (task structure, formal authority, system of organization, and the work group as a whole) affect the work environment are the two variables associated with Path - Goal Theory ● Developed by Georgepoulus (1957) & Robert House (1970)

Complexity Leadership Theory

● Puts the emphasis on the interactions of all involved with leadership process and views of leadership as an episodic event that may not include formal leadership ● CLT enables creativity, learning, and adapting responses through the interplay and interactions of people at all levels of the ogranization