Leadership texts GEMBA COL 2019-20

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Leadership texts GEMBA COL 2019-20 by Mind Map: Leadership texts GEMBA COL 2019-20

1. Should reflection be part of the interaction?

2. adaptive systems lead to a complex system that grant innovative responses

2.1. need of dynamic adaptive capacity through several functions

3. Central concepts

3.1. Leadership as interpersonal influence process

3.2. Organizing properties of leadership

3.3. exchange of understanding

3.4. negotiation of identities in interaction

3.5. followership

3.6. collective identity

4. Interdependencies are established primarily between identities rather than between behaviours.

5. Meindl, Ehrilch & Dukerich: The romance of leadership

5.1. Central concepts

5.1.1. Change is attributed to Leadership

5.1.2. Hero leader

5.1.3. Change attributed to leadership (but not necessarily the result of leadership)

5.1.4. Leadership as attributions in a complex environment

5.1.5. Leadership constructed by followers, Romanticized view of leadership.

5.2. Argument

5.2.1. Reality is created in social interactions; Leadership to make sense of organizational phenomena

5.2.2. the bigger the change, the more attribution to leadership

5.2.3. behavior is caused by internal and external factors with too much emphasis often put on the internal factors

5.2.4. the hero leader is a myth but an important myth that creates followship

5.3. Questions?

5.3.1. If personal characteristics can resist external factors?

5.4. 1

6. Uhl-Bien & Marion: Complexity leadership theory

6.1. Central concepts

6.1.1. Administrative Function

6.1.2. Entaglment

6.1.3. enabling function

6.1.4. adaptive function

6.1.5. complexity dynamics

6.1.6. complex adaptive system

6.1.7. informal organisation matters

6.2. Argument

6.2.1. Outcome of CLT is innovation, learning, adaptability, and new forms.

6.2.2. adaptive systems are interdependent and heterogenous

6.2.3. Real organizations have fuzzy boundaries between functions

6.3. Questions?

6.3.1. cost effectiveness of adaptive unit CAS?

6.3.2. more examples of CAS in practise

6.4. 2

7. Fletcher & Köufer: Shared leadership

7.1. Central concepts

7.1.1. leadership is dynamic

7.1.2. decentralised leadership

7.1.3. leadership is a collective action and collective learning

7.1.4. phases of learning conversation

7.1.5. distributed, interdependent, embedded in social interactions

7.2. Argument

7.2.1. leadership plays out in social interaction

7.3. Questions?

7.3.1. applications in vertical organisations, does it slow down decision making?

7.3.2. use of shared leadership for personal decisions making?

7.4. 2

8. Larsson & Lundholm: Talking work in a bank

8.1. Argument

8.1.1. Leadership as an interpersonal influence process, enables, and facilitates organizing processes.

8.1.1.1. Organizing/leadership is not only about providing closures but also about preventing precipitate closures

8.1.2. Resistance to closure is an important leadership function.

8.1.3. Leaders and followers categorize their work tasks in similar ways.

8.1.4. Inviting the other actor to interact is the first step to see the problem

8.1.5. If the actors had not interacted, no change and leadership would have happened

8.1.6. Leadership emergences from interaction

8.1.7. leadership depends not only of leaders but also on followers

8.2. Questions?

8.2.1. Is the initiator a leader or a facilitator?

8.2.1.1. No

8.3. 3

9. Grint: Problems, problems, problems

9.1. Central concepts

9.1.1. Tame problems

9.1.2. Critical problems

9.1.3. Wicked problems

9.2. Argument

9.2.1. How you view the problem, determines how to handle it

9.2.2. Displaying leadership turns wicked problems into tame or critical problems that can be solved

9.2.2.1. Maybe and partly

9.2.3. Tame problems can be handled by organizing/management

9.2.4. Critical problems can be handled by commanding/providing answers

9.2.5. Wicked problems can be handled by displaying leadership

9.2.6. Leadership is asking questions/experimenting

9.2.7. Wicked problems cannot be solved

9.3. Questions?

9.3.1. How do you identify a wicked problem?

9.3.1.1. You do have knowledge to analyze or solve it

9.3.1.2. Attempts to solve fails

9.4. 3

10. Iszatt-White: Leadership as emotional labour

10.1. Central concepts

10.1.1. contextual awareness

10.1.2. Emotional intelligence

10.1.3. Emotional display

10.1.4. Deep acting

10.1.5. Surface acting

10.2. Argument

10.2.1. Happy cows produce more milk (discretionary effort)

10.2.2. Emotions are a tool to exert/build leadership

10.2.3. The purpose of appropriate emotional display is to make people feel valued

10.3. Questions?

10.3.1. Where is the evidence that discretionary effort increases when people feel valued?

10.4. 4

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

11.1. Central concepts

11.1.1. Leader/follower relationship

11.1.2. Perspective of leader/follower Identity

11.1.3. Implicit Leadership Thoeries (ILT)

11.2. Argument

11.2.1. Claiming leadership without being granted, does not make you a leader

11.2.2. Leadership stems from the claim/grant process in a relationship

11.2.3. Leadership is different from authority

11.2.3.1. "leadership is not simply prescribed because of one’s position in an institutionalized hierarchy"

11.2.4. Authority is not a sufficient condition for leadership

11.2.5. Add levels of identity

11.3. Questions?

11.3.1. To which extent does authority influence the claim/grant, and hence ability to develop leadership?

11.3.2. Is the claim/grant process speeding up if you have formal authority?

11.4. 4

12. Bass: Transformational leadership

12.1. Central concepts

12.1.1. Initializing and organizing work; showing considerations for employees.

12.1.1.1. is this a central concept?

12.1.2. transactional leadership

12.1.3. Emotional Needs

12.1.4. Four I's : charisma, inspiration, stimulation, individualised consideration

12.1.5. Leadership is about deploying change

12.1.6. transformational leadership

12.1.6.1. training is key: transformational leadership can be learned

12.2. Argument

12.2.1. Transformational Leadership enhances a corporation's image and improves recruitment selection and promotion.

12.2.2. transformational leadership has performance advantages

12.2.2.1. Transformational Leadership improves performance at all levels.

12.2.3. transformational leaders have better relation with their employees

12.3. Questions?

12.3.1. Why are most corporations transactional?

12.3.2. where is the evidence that transformational leaders are seen better by employers?

12.4. 2

13. Smircich & Morgan: Leadership: The management of meaning

13.1. Central concepts

13.1.1. Leadership as a social practice

13.2. Argument

13.2.1. Social construction through interaction

13.2.2. Defining reality

13.2.3. Additional stage of institutionalization

13.2.4. Leadership as the management of meaning

13.2.5. Figure-Ground relationships

13.2.6. Framing experience --->interpretation ---> meaning and action

13.3. Questions?

13.3.1. Is the "Leader-Follower"concept applied?; What is groundbreaking about this article?

13.4. 1