Leadership texts GEMBA COL 2018-19

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Leadership texts GEMBA COL 2018-19 by Mind Map: Leadership texts  GEMBA COL 2018-19

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

1.1. Central concepts

1.1.1. Claim and granting, followership and leadership.

1.2. Central arguments

1.2.1. 2) identities become relationally recognized through reciprocal role adoption and collectively endorsed within the organizational context.

1.2.2. 1) a leadership identity is coconstructed in organizations when individuals claim and grant leader and follower identities in their social interactions.

1.2.3. 3) Three levels of identities: individual internalisation, relational recognition and collective endorsement

1.2.4. It's not, necessarily, the hierarchy leader who is granted leadership.

1.3. Questions:

1.3.1. 1) How to claim oneself's leadership in this context? You are granted it.

2. Larsson & Lundholm: Talking work in a bank

2.1. Central concepts

2.1.1. Leadership is interpersonal

2.1.2. Leadership is an interpersonal influence proces.

2.2. Central arguments

2.2.1. 1) leadership, understood as an interpersonal influence process, enables and facilitates organizing processes

2.2.2. 2) Leadership involves establishment of episodic closures, but also resistance to such

2.2.3. 3) Leadership seen in the context of social structure and relationships amongst people

2.2.4. 4) Important influence and organizing functions of situated collective identities-in-interaction, which render the involved individuals interdependent

2.2.5. Organizing happens when you establish mutual obligations.

2.3. Questions

2.3.1. 1) How can you measure when relationships actually improve? Feelings.

3. Meindl, Ehrlich & Dukerich: The romance of leadership

3.1. Questions

3.1.1. Can you really lead as a leader? Can you lead w/o being the leader? How can one influence your followers to choose the path you want?

3.2. Central concepts

3.2.1. There is no heroic leaders or leadership.

3.2.2. Attribution

3.2.3. Central concepts Application of valuing practices, use emotional intelligence Surface action Deep acting

3.3. Central arguments

3.3.1. Leadership can be seen as an explanatory category - an attribution

4. Iszatt-White: Leadership as emotional labour

4.1. The romance/mystery surrounding leadership concepts are critical for sustaining follower-ship and they contribute to the responsiveness of individuals to the needs and goals of the organization

4.2. Central arguments

4.2.1. The evaluation of good leadership is directly related to the results achieved.

4.2.2. The happy and productive employee.

4.2.3. Understanding emotion and the dynamics behind it is important to succeed as a leader, and as company as a whole

4.3. What are the basic emotions to consider?

4.4. Questions

5. Clifton: Small stories, positioning, and the discursive construction of leader identity in business meetings

5.1. Central concepts:

5.1.1. Defines leadership in the interaction. The interaction happens between people in the small.

5.2. Central arguments

5.2.1. Focus on practical accomplishment, how leadership is achieved, rather than what leadership is – as: - influence - management of meaning - construction of a story of the organization - construction of a story of the competitive landscape

5.2.2. Leadership is something negotiated and dispersed, rather than a hierarchy game.

5.2.3. Leadership is a language game which in meaning is managed.

5.2.4. Leadership is not a property of one person, meaning it is something that happens in interactions between people.

5.3. Questions

5.3.1. Does this mean that the "big" leader does not exist?

6. Bass: From transactional to transformational leadership

6.1. Central concepts

6.1.1. Empowering people through visions, expectations, and coaching.

6.2. Central arguments

6.2.1. Moving away from transactional relationships towards transformational interactions based on charisma, inspiration, individualized consideration, intellectual stimulation

6.2.2. Highly motivated organizations are driven by transformational leadership.

6.2.3. Transformational leader feature: charisma/idealised influence, inspiration, intellectual stimulation, individualised consideration.

6.3. Questions

6.3.1. Does the central concepts only apply top-down? Only applicable to highly hierachical organizations? Is there a particular leadership style which fits better than another for certain functional departments?

6.3.2. Transactional leaders: use contingent rewards, manage by exception (active/passive), Laissez-Faire.

7. Fletcher & Käufer: Shared leadership. Paradox and possibility

7.1. Central concept

7.1.1. Shared leadership

7.2. Central arguments

7.2.1. 1) New models of leadership recognize that effectiveness in living systems of relationships does not depend on individual, heroic leaders but rather on leadership practices embedded in a system of interdependencies at different levels within the organization.

7.2.2. 2) They define shared leadership as a dynamic, interactive influence process among individuals in groups for which the objective is to lead one another to the achievement of group or organizational goals or both

7.2.3. - context interactions - social interactions as a group - learning

7.2.4. Paradox: Hierarchy leaders grants shared leadership. Outcome => Leadership Leadership are interpreted through outcomes.

7.3. Questions

7.3.1. 1) How to observe the right pattern? Individual, shared? How to determine which is better?

8. Uhl-Bien & Marion: Complexity leadership theory

8.1. Central concepts

8.1.1. Complexity leadership is about interactions between the hierarchy systems and the complex adaptive systems.

8.1.2. Agentic forces: Adaptive leadership. Emergent forces: Enabling conditions. Complexity dynamics. Leads to emergence.

8.1.3. Innovation results from emergence in complex adaptive systems

8.1.4. Admin function and adative function are in tension

8.2. Central arguments

8.2.1. Enabling conditions: Creating dynamic interactions which leads to adaptive behavior and innovation, adaptability.

8.3. Questions

8.3.1. Can you deliberately create innovation through orchestrating chaos?