GEMBA COL 2017-18 Leadership texts and theories

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GEMBA COL 2017-18 Leadership texts and theories by Mind Map: GEMBA COL 2017-18 Leadership texts and theories

1. Allows us to analyse complex systems

2. Bohms dialogue

2.1. Talk nice

2.2. talk tough

2.3. reflective dialogue

2.4. Generative dialogue

3. Higher levels of engagement of the individual emplyees

4. Questions - in need of clarification

5. Superior leadership performance occurs when: leaders broaden and elevate their employees, generate awareness, acceptance of purpose/mission and stir employees to look beyond own interest.

6. Uhl-Bien & Marion: Complexity leadership theory

6.1. Focus

6.1.1. This theory points of systemic features more than individuality

6.1.2. Administrative Function Tame challenges

6.1.3. Meso level, as opposed to micro level of leadership

6.2. Concepts

6.2.1. Variety of stimuli Vs. Variety of responses / The Ashby space

6.2.2. CAS

6.2.3. Headless chicken Vs. Standardisation

6.3. Argument

6.4. Questions - in need of clarification

6.5. Gr 1

7. Fletcher & Käufer: Shared leadership

7.1. Focus

7.1.1. We define shared leadership as a dynamic interactive influence process

7.2. Concepts

7.2.1. Pooling at the top ...

7.2.2. Questions - in need of clarification What is downside to shared leadership

7.2.3. Shared - For team effectiveness

7.2.4. Spreading - Across levels over time

7.2.5. Producing - Interacting Example is the elite soldiers who put leadership with the one most capable

7.3. Argument

7.3.1. Allows more creativity in the assignment

7.3.2. This provides agility

7.4. Gr 1

8. DeRue & Ashford: Who will lead and who will follow?

8.1. Argument

8.1.1. A social process of leadership identity construction in organizations

8.1.2. Claim & granting of identities There needs to be a followership in order to have a leadership

8.2. Focus

8.2.1. Critical process perspective

8.3. Concepts

8.3.1. Relational recognition of the follower/ leadership identity

8.4. Questions - in need of clarification

8.4.1. How to identify the acceptance of the leader/followership identity

8.5. Gr 4

8.5.1. Follower centered perspective

8.5.2. Focus xxxx

8.5.3. Questions?

9. Larsson & Lundholm: Leadership as work-embedded influence

9.1. Focus

9.1.1. Leadership at micro-level. Leadership vs management

9.1.2. How do we produce social order and a practical experience of intersubjectivity

9.2. Concepts

9.2.1. Ethnomethodology

9.3. Argument

9.3.1. Uses dialogue to conclude on claimed / granted leadership. Lots of value in analysis of the "trivial" towards leadership research (neglected in most research)

9.3.2. Make sense of the situation -> Crafts a contribution -> That projects a next step

9.4. Questions - in need of clarification

9.4.1. Extent to which you can extrapolate meaning from a single incident

9.5. Gr 3

10. Bass: Transformational leadership

10.1. Argument

10.1.1. Arguments Concepts Claiming and granting of identities in the leadership identity process.

10.2. Focus

10.2.1. Employee activation and transformation

10.3. Concepts

10.3.1. Charisma

10.3.2. Inspiration Leader centered perspective

10.3.3. intellectual stimulation

10.3.4. Individualized consideration

10.4. Questions - in need of clarification

10.5. Gr 4

10.5.1. Focus

11. Meindl et al: The romance of leadership

11.1. Focus

11.1.1. Perception of the impact of leadership

11.2. Concepts

11.3. Argument

11.3.1. The results of the company is overly attributed to the leader. Leadership is used as an explanation of the results of the organization. Attribution. Heroism. Romanticising.

11.4. Questions - in need of clarification

11.4.1. xxxx

11.5. Gr 2

12. Grint: Problems, problems, problems

12.1. Focus

12.1.1. PROBLEMS - - Tame (leadership mode). Focus

12.1.2. The construction of problems is a leadership task

12.2. Concepts

12.2.1. Tame / Technical / Management

12.2.2. Wicked / Adaptive / Leadership

12.2.3. Critical / Command / Timeconstrained

12.2.4. Reframing of the problem

12.3. Argument

12.3.1. Type/Leadership/Power exercised. Tame: Management, Calculative(middle)., Wicked: Adaptive Leadership. Normative (soft). Critical: Command, Coercion (Hard)

12.3.2. Situation does not dictate type of leadership needed

12.3.3. Wicket problems cannot be unambiguously analysed - No previous experience available - Vu Jade.

12.3.4. Tame problems has probably happened before - Deja Vu

12.4. Questions - in need of clarification

12.4.1. Do tame problems require leadership at all? (More management). Where does the situation consensus come from?

12.5. Gr 3

13. Pye: Leadership and organizing: Sensemaking in action

13.1. Focus

13.1.1. Sensemaking in organisations

13.2. Concepts

13.2.1. Identity in relation to sensemaking. Plausability<>accuracy. Movement is key hence gerund is used.

13.3. Argument

13.3.1. Leaders lead by performing explanatory functions for subordinates who then make their sense of this in their responses

13.4. Questions - in need of clarification

13.4.1. xxxxx

13.5. Gr 2

13.5.1. Focus Sensemaking as a part of leadership

13.5.2. Concepts Issues of power in person in the process of shaping reality. Leadership is more of an action.

13.5.3. Argument What a leader present as sense making does not necessarily understood and accepted.

13.5.4. Question Is this really an effective way of leading when the idea of sense making to work is it makes sense to all? Does this open up a discussion and bring new ideas to the table?

13.6. Gr 2

14. Sinclair: Seducing leadership

14.1. Focus

14.1.1. Role of seduction-

14.1.2. The role of a charismatic leader

14.2. Concepts

14.2.1. Linked to leadership

14.2.2. Audience Desires To be entertained To be safe To be transformed To be enchanted, Uplifted, empowered, to mastery

14.2.3. Seductive Manoeuvres

14.3. Argument

14.3.1. Men more typically heroic/seducers - Different for women due to sexual element

14.4. Questions - in need of clarification

14.4.1. How can women seduce?/ Do it differently? How to overcome seduction?

14.4.2. Linked to leadership as a concept????

14.4.3. Is seduction in leadership the same as charismatic leadership

14.5. Gr 3

15. Heifetz, Grashow & Linsky: Adaptive leadership

15.1. Concepts

15.2. Argument

15.3. Gr 2

15.3.1. Focus The practise of Adaptive Leadership

15.3.2. Concept Intervention. Diagnose the system. Mobilize the system. Deploying yourself. Interpretations. Building adaptive culture.

15.3.3. Argument Care is needed when you define a problem as technical because often the technical issue is a system and there is an adaptive challenge behind it

15.4. Question

15.4.1. Is leadership this black and white? Is it efficient to always use this in reality or should it just be kept in mind

15.5. Gr 4

15.5.1. Focus xxxx

15.5.2. Concept Dancefloor >< balcony - action and reflection. The interpretation mindshift. The need for disequilibrium. The system vs me as system. Interventions: turning up the heat. Bandwith (dynamic range) as emotional tolerance and capacity. Experiments.

15.5.3. Argument You can not solve an adaptive challenge with a technical approach. The practice of adaptive leadership is trial and error.

15.5.4. Question xxxxxxx Adaptive Function (Including Enabling Functions) Wicked challenges

16. Jackson & Parry: Studying leadership

16.1. Concepts

16.1.1. Cultural perspectives

16.1.2. Follower centered perspectives Followers as recipients of leadership Moderators of leadership Substitutes of leadership

16.1.3. Leader centered perspectives Constructors on leadership Romance of leadership

16.1.4. Higher purpose leadership

16.2. Central Points

16.2.1. Critical & Distributed perspectives

16.2.2. Get an overview of the central perspectives of leadership

16.3. Gr 1

17. ]