Your task is to review the literature relevant to the Course case study: Genocide in Rwanda: Leadership, ethics and organisational ‘failure’ in a post-colonial context.
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s_organisations_and_leadership.pptxWhat is Leadership?
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Leadership
‘A social process in which one individual influences the behaviour of others without the use or threat of violence’ (Buchanan & Huczynsci, 1985 in Thompson & McHugh, 2009)
‘The acid test of leadership must be its ability to improve organisational leadership’ (Fiedler, 1967, in Thompson and McHugh, 2009)
Shared leadership
Leadership is broadly distributed, rather than assigned to one person, such that people in the tram and organisation lead each other.
(McShane et al. 2013: 382)
Approaches to Leadership
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Fairhurst (2007)
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LEADERSHIP
Individualism
Essence of leadership
Dualistic views of power and influence
Untheorised / exaggerated agency
Competency (Trait) Perspective of Leadership
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Skills, knowledge, aptitudes
and other
personal characteristics
that lead
to superior performance
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Self-concept
Drive
Personality
Integrity
Competency
Cognitive ability
Knowledge of the business
Emotional intelligence
Traits and Characteristics eg Stodgill (1974), Handy (1980)
Limitations:
Assumes that all effective leaders have the same personal characteristics that are equallyimportant in all situations.
Alternative combinations of competencies may be equally successful
Views leadership as something within a person
Indicates leadership potential, not leadership performance
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Leadership Styles and Behaviours
McGregor (1960)
Theory X
Theory Y
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Types and Roles
Lewin, Lippitt and White (1939)
Autocratic
Democratic
Laissez –faire
Benne and Sheats (1948)
Task maintenance act
Group maintenance act
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Types and Styles Blake and Mouton’s (1978) Leadership Grid
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Authentic leadership
Emotional intelligence
Effective
leaders need to act
consistently
with their values,
personality, and
self-concept
Source: McShane et al 2013: 384-385
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Develop own style
Receive feed-back
Being yourself
Reflect
Contingency (Situational) Perspective of Leadership
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The most appropriate leadership style depends
on the
situation.
Leaders
must be
insightful and flexible,
and adapt behaviours and styles
to the
immediate situation.
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Leadership substitutes
Path-goal theory
Situational leadership
Fiedler’s Contingency model
Servant leadership
Contingent Leadership Fiedler’s (1974) Contingency Model
Favourable Unfavourable
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Charismatic Leadership
Applied to a certain quality of an individual
considered extraordinary
treated as endowed with supernatural, superhuman, specifically exceptional powers or qualities.
qualities are not accessible to the ordinary person
regarded as of divine origin or as exemplary , and the individual concerned is treated as a “leader”’
(Weber,1968: 241)
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Transformational Leadership
Visioning the new corporate future
Communicating the vision
Implementing the vision
Popular in 1980s and 1990s
(Dunphy and Stace, 1990)
Source: McShane et al. 2013: 393
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Elements
Create a strategic vision
Communicate the vision
Model the vision
Build commitment towards the vision
Paternal Leadership Style
Source: Fulop, L and Linstead, S (2009) : 525
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Paternalism
Dependence on the leader
Personal relationships
Moral leadership
Harmony building
Conflict diffusion
Social distance
Didactic leadership
Subtle, dialogue
Paternal Leadership Tactics
Source: Fulop, L and Linstead, S (2009) : 526
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Paternalism
Centralisation
Non-specific intentions
Secrecy
Protect authority
Selective favours
Non-emotional ties
Differential treatment
Reputation building
Narcissistic Leader
Narcissism
They must be more than they are
Their value as people is dependent upon the image they project
People are objects to be manipulated to get the validation narcissists need
Source: Fulop and Linstead, 2009
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Post Heroic Leadership
Associated with transformational leadership but with a greater emphasis on developing subordinates
(Bradford and Cohen, 1984)
Distributed or collective leadership
Heifetz and Laurie (1997)
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Followership
Followership is the role of the group member in supporting (or not) the leadership role
Leadership prototypicality
(Hogg, 2001)
Social identity and leadership
(Haslam , 2001)
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Implicit Leadership Perspective
People evaluate a leader’s effectiveness in terms of how well that person fits preconceived beliefs about the features and behaviours of effective leaders (leadership prototypes)
People tend to inflate the influence of leaders on organisational events
Followers perceptions about the characteristics and influence of people they call leaders
Source: McShane et al. 2013: 395- 396
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The Three Levels of Leadership
Source: Scouller, J. (2011)
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Public
Private
Personal
Source: Fulop and Linstead, 2009: 530
Leadership is very much a relational product of the societies in which organisations operate.
Cultural variables will affect how leaders from different
cultural backgrounds manage in foreign cultures and with culturally diverse groups.
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