Leadership Mobilization - texts

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Leadership Mobilization - texts by Mind Map: Leadership Mobilization - texts

1. Shared leadership

1.1. Building relations and a network

1.1.1. Lateral trust and influence among peers

2. Be humble as a leader

3. Heifetz et al: Mobilizing the system

3.1. Central concepts

3.1.1. Interpretations

3.1.1.1. Mindshift in interpretation

3.1.1.1.1. reframing about default interpretations

3.1.2. Effective interventions, designing and executing

3.1.3. Politically acting

3.1.3.1. Expanding your information authority

3.1.3.2. informal authority

3.1.3.2.1. Strengthen your relationships

3.1.3.2.2. Score some early wins

3.1.3.2.3. Address intersts unconnected to the adaptive challenge

3.1.3.2.4. Sell small pieces of your idea

3.1.3.3. manage authorities

3.1.4. Conflicts

3.1.4.1. Conflict game: turn the heat up and down

3.1.4.1.1. Being in productive zone of disequilibrium

3.1.5. Adaptive culture

3.1.5.1. naming elephants

3.1.5.2. develop leadership capacity

3.1.5.3. reflection and learning

3.1.6. Challenge your own conception of the truth

3.1.6.1. Acknowledge that some truths are assumptions

3.2. Central argument

3.2.1. Mobilizing the system provides long term solutions

3.2.2. If you want to mobilize the system, interventions is needed

3.2.2.1. Activate the right people in the system

3.2.3. Determining ripeness of issue is critical to plan intervention.

3.3. Ideas for deploying the text in own leadership

3.3.1. ask more questions

3.3.2. not problem-solving

3.3.3. slowing down and not-acting

3.3.4. use conflicts

3.3.5. activate the right people

3.3.6. Staying connected to opposition

3.3.7. Dare to name the elephant in the room

3.3.8. Develop a plan to build your informal authority

3.3.9. Not one, but many interpretations

3.3.10. Staying longer in difficult situations

3.3.10.1. Don't take the first exit on the highway

3.3.10.1.1. Observe your own behaviour in the situation

3.4. manage authority figures

3.5. Group 2

4. Heifetz et al: Deploying yourself

4.1. Central concepts

4.1.1. Dancefloor

4.1.2. Balcony

4.1.3. The system

4.1.4. Run experiments

4.1.4.1. dancing on the edge of authority

4.1.4.2. take risks

4.1.5. fall in love with tough decisions

4.1.6. avoid common traps

4.1.6.1. going blind and deaf

4.1.6.2. becoming a martyr

4.1.6.3. Appearing self-righteous

4.1.6.4. being the self-appointed chief purpose officer

4.1.6.5. dont burnout, be good to yourself

4.2. Central argument

4.2.1. Understand the system around you - and see yourself as a part of system

4.2.2. Stay connected to your purposes

4.2.3. Deploy yourself - and build leadership capacity

4.2.4. Framework for experiments

4.2.5. you're living in the stories that you tell yourself and others

4.2.6. leading from the heart

4.3. be leader and follower in 1 person - depending on the situation

4.4. Ideas for deploying the text in own leadership

4.4.1. Challenge and test assumptions on the balcony

4.4.2. Challenge and test assumptions on the dancefloor

4.4.3. Challenge and testing your reflections from your jornal

4.4.4. Negotiate purposes with stakeholders

4.4.5. Inspire people through experiment engagement

4.4.5.1. Including acknowledging incompetence!

4.4.5.1.1. Naming your piece of the mess

4.4.5.2. Listen!

4.4.6. Be aware of both ambitions and aspirations driving you

4.4.7. Accept that an adaptive solution will not meet requirements of some

4.4.8. dont be afraid of silence

4.4.9. pushing out of your comfort zone

4.4.10. intervene with a purpose and reflect on it

4.4.11. find allies and create impact together

4.4.12. adding conflict to understand the system and develop further

4.5. Group 5

5. DeRue & Ashford

5.1. Central concepts

5.1.1. Leadership is not about hierarchy

5.1.2. Leadership needs followership

5.1.3. Does not need authority to get it granted

5.1.3.1. Because authority is granted by a follower

5.2. Central argument

5.2.1. Leadership require relationship

5.2.1.1. Different levels of identity (how you fit into the relationsship)

5.2.2. Leadership and followership are claimed and granted

5.2.2.1. Leadership and followership needs to be negotiated

5.2.3. Many theories see a static leadership identity - here is can be flexible - leader can be follower and vice versa

5.2.4. It is important there is clarity about the roles, otherwise there can be conflicts and tension

5.3. Ideas for deploying thetext in own leadership

5.3.1. I can take multiple roles in different situations

5.3.2. Be aware which roles are being claimed and granted in which situations

5.3.3. I can claim leadership in any situation, even if I am not appointed

5.3.4. I can resolve a situation by actively granting leadership to somebody else

5.4. Group 3

6. Fletcher & Käufer

6.1. Central concepts

6.1.1. appears on all organizational levels

6.1.1.1. Leadership is not a trait but a capability

6.1.2. leadership is a group achievement

6.1.2.1. Need to sacrifice to achieve leadership

6.1.3. build on the "self", follower, and leader

6.1.4. Distributed leadership

6.1.5. Nice, tough, reflective, generative -talking

6.1.6. Democratic leadership

6.1.6.1. It is not about the hierarchy, but about the relations and negotiations

6.2. Central argument

6.2.1. Paradox: Promoting oneself to become a leader, but a leader needs shared leadership.

6.2.1.1. Leaders are found from high performance individuals, but going forward they need to lead a team and depend on the performance of the team and not own performance

6.2.2. Hierarchical leaders are tasked with creating non hierarchical organizations

6.2.3. Current understanding and vocabulary of leadership is built upon the "old" masculine world

6.3. Ideas for deploying the text in own leadership

6.3.1. Know that you are no longer the specialist

6.3.2. Spend your time motivating

6.3.2.1. Understanding your direct reports

6.3.3. empower your direct reports

6.3.3.1. Understanding your direct reports

6.3.4. Be an active listener and trust others

6.4. Group 1

7. Larsson & Lundholm

7.1. Central concepts

7.1.1. Where does leadership take place?

7.1.1.1. leadership spaces opening and closing - creating a new understanding/reconstructuring the situation

7.1.2. organising shared understanding

7.1.3. collective identify shapes behaviour, brings org together

7.1.4. turn up the heat

7.1.5. she turned it into a WE thing not a you

7.1.5.1. mobilising the team

7.1.5.2. be integrative

7.1.5.3. inclusion

7.1.6. leadership process depends not only on leaders but also on followers

7.1.6.1. establishment of a collective identity (how is that done?)

7.1.6.1.1. Get involved in a shared task.

7.1.7. developing a problem with organizational interpretation( it becomes adaptive)

7.2. Group 4

7.3. Central argument

7.3.1. relationship central and sense making

7.3.1.1. questioning if this IS the central argument

7.3.2. the roles are dynamic always changing

7.3.2.1. you can achieve influence and select an identity. You have the choice

7.3.2.1.1. you can also offer an identity

7.3.3. leadership can be task based

7.4. Ideas for deploying the text in own leadership

7.4.1. we can work to choose roles as leader or follower during an interaction

7.4.2. dont be afraid of turning up the heat, take the risk!

7.4.3. Take ownership of the problem

7.4.4. - opening issues and keeping them open

7.4.4.1. - four different ways in which interpersonal influence is accomplished 1. resistance to closure 2. stepwise design of the elaboration / interactional strategy of persuasion 3. directives and requests are important components of influence / delicate balancing of entitlements and demands 4. selection and offering of interactional identities

8. Kempster, Iszatt-White & Brown

8.1. Central concepts

8.1.1. Emotional labour

8.1.1.1. Authenticity

8.1.1.2. acting

8.1.1.2.1. surface acting

8.1.1.2.2. deep acting

8.1.2. fidelity to purpose

8.1.2.1. Stewardess "serves with asmile" doesnt matter what

8.2. Central argument

8.2.1. Research until now is wrong and author offers two components fidelity to purpose and identification of role.

8.2.1.1. relational transparency is old research- wrong one

8.2.1.1.1. Tension between emotional labour and transperancy

8.2.1.2. Disagree with this statement. This is noted in the text, but not a central argument. it says the current research is too narrow in its coverage

8.2.1.2.1. 2nd endorsement, not wrong but needs deeper research

8.2.2. need to find authenticity and be connected to your purpose

8.2.2.1. need to be transparent in your role

8.2.2.2. or use deep acting using the emotions in yourself aligned to purspose

8.3. Group 6 👍

8.4. Ideas for deploying the text in own leadership

8.4.1. Mentioning purpose in daily tasks( small problems) to do tasks like setting direction.

8.4.1.1. Still lots of procedure in organizations therefore we cannot use relational transparency. impractical/ impossible. Some say cannot do.

8.4.1.1.1. Be true to yourself.

8.4.2. Focus on follower's/customer's/peer's emotions

8.4.2.1. Take your own emotions back and try to be empathic with your counterpart