Leadership texts and theories

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Leadership texts and theories by Mind Map: Leadership texts and theories

1. Specific activities, duties assignments

2. Does the concept of leadership has the ability to control and influence the fate of an organization? Influence and effect. Measureability

3. Fletcher & Käufer

3.1. Focus of paper

3.1.1. Shared Leadership, Post-heroic leadership, Interdependence

3.2. Main theoretical concepts

3.3. Issues and questions

3.3.1. Limitations of the theory: Shared leadership cannot stand alone, you need everyone on board to practice

4. Vine et al

4.1. Focus of paper

4.1.1. creation of co-leadership

4.2. Main theoretical concepts

4.2.1. co-create leadership through collective talk within the workplace

4.3. Main theoretical argument

4.3.1. Through interactional sociolinguistics (pg. 345) apply leadership to followers creating co-leadership

4.3.2. How to create the form or space for communication of co-leadership? The communication practice creates co-leadership.

4.3.3. Leadership is located in interaction

4.4. Issues and questions

5. Yukl

5.1. Focus of paper: Analysis of 4 different leadership behaviours by use of litterature to find out about effective leadership in an organisation

5.2. Main theoretical concept: There are 4 meta categories of leadership behaviours and 15 underlying specific component behaviours descibed in the following:

5.2.1. Task-oriented behaviour: Clarifying, Planning, Monitoring operations, Problem solving

5.2.2. Relations-oriented: Supporting, Developing, Recognising, Empowering

5.2.3. Change-oriented: Advocating change, envisioning change, encouraging innovation, facilitating collective learning

5.2.4. External: Networking, external monitoring, representing

5.3. Main theoretical argument: Effective leadership is better explained by theories about the determinants of group and organisational performance than by leaderhsip theories focused on motivating individual followers.

5.4. Issues and questions: article does not advice to when to use which leadership behaviour and how, so it is only a litterature/theoretical article that doesn't adress practical implementation

6. Krantz & Maltz

6.1. Focus of paper

6.1.1. Organizational role

6.1.2. Bad theory

6.2. Main concepts and model

6.2.1. Role can be considered as GIVEN or TAKEN

6.2.2. Part of the mission of the organization and system of tasks

6.2.3. Unconscious assigned, assumed function

6.2.4. Own interpretation of the role

6.2.5. Organizational role consultation

6.2.5.1. Work of helping clients see their role after or during organizational changes

6.3. More of a conceptual framework for reflection than leadership theory

7. Uhl-Bien & Marion

7.1. Issues and questions

7.2. Main theoretical argument

7.2.1. Leadership is a process consisting of a number of different complex, unpredictable processes

7.3. Main theoretical concepts

7.3.1. CLT was developed to offer a more comprehensive and applicable theory of leadership

7.3.2. CLT recognises fundamental tensions in bureaucratic organisations between the desire for structure (administrative) and the need for creative chaos (adaptive) = “managed chaos"

7.3.3. Emergence

7.3.4. Complex Adaptive systems

7.3.5. From transformational leaders to transformational environments

7.4. Focus of paper

7.4.1. Complexity Leadership Theory (CLT)

8. Grint: Problems, problems, problems

8.1. Focus of paper

8.1.1. Contingency theory and social construction theory

8.1.2. problem construction

8.2. Main theoretical concepts

8.2.1. Contingency theory

8.2.1.1. No best way of leading

8.2.1.2. Leadership style effective in some situation might not be in others: context determines how leaders respond to a problem

8.2.2. Problem classification

8.2.2.1. Tame

8.2.2.1.1. Management

8.2.2.2. Wicked

8.2.2.2.1. Leadership

8.2.2.3. Critical

8.2.2.3.1. Command

8.3. Issues and questions

8.3.1. Context shouldn't determine what kind of problem you have at hand; based on past experiences

8.4. Main theoretical argument

8.4.1. Leadership involves socail construction of the context that both legitimises a particular form of action a constitutes the world in the process.

8.4.1.1. Social construction in the sense of definition of reality

9. Meindl et al

9.1. Issues and questions

9.2. Main theoretical argument

9.2.1. The result or effect in a Company is always reflected on the leadership figure - good or bad. A concept of leadership is created in the conception of the group.

9.3. Main theoretical concepts

9.3.1. Leadership is created by followers. Creating the myth of leadership.

9.4. Focus of paper

9.4.1. Leadership is seen as an attribution in a complex environment, creating a heroic and romantic idea about personification of the leadership

10. DeRue & Ashford

10.1. Focus of paper

10.1.1. Who will lead and who will follow, i.e. claiming and granting leadership and followership

10.2. Main theoretical concepts

10.2.1. Leadership identity (three levels of identity)

10.2.2. Leadership identity construction process

10.2.3. Claiming and granting of leader and follower identities

10.3. Main theoretical argument

10.3.1. It is a social construction process

10.3.1.1. In the sense that identities are negotiated

10.4. Issues and questions

10.4.1. Risks of failure in the claim and granting process (not exepting leadership etc.)

11. Pye

11.1. Issues and questions

11.1.1. What is leadership and why has it not been defined so far

11.2. Main theoretical argument

11.2.1. Leadership in a change context concerns managing meaning, that is, making sense and influencing the sensemaking of others

11.2.2. Leaders enact sensemaking

11.3. Main theoretical concepts

11.3.1. Sensemaking is making something sensible

11.3.1.1. 7 distinguished properties

11.3.1.1.1. Identity construction

11.3.1.1.2. Retrospective

11.3.1.1.3. Enactive of sensible environments

11.3.1.1.4. Social

11.3.1.1.5. Ongoing

11.3.1.1.6. Focused on and by extracted cues

11.3.1.1.7. Driven by plausibility rather than accuracy

11.4. Focus of paper

11.4.1. Main theoretical argument

11.4.1.1. Self-in relation is more fluid and multidirectional than the notion of self as an independent entity

11.4.1.2. Self-in relation is often associated with femininity and powerlessness

11.4.1.3. The theory offers a way of putting social interactions related to leadership in the broader societal context of power differences in which they occur

11.4.1.4. Shared leadership is assumed to have transformational potential

11.4.1.5. Self in-relation, The four stages at Bohm dialogues

11.4.2. Sensemaking as a Tool to understand Leadership and what goes on in organization

12. Books

12.1. Grint

12.1.1. Core concepts and arguments

12.1.1.1. Analyze and describe leadership through 4 aspects

12.1.1.1.1. Person: (WHO) personal characteristics and skills. putting the "ship" back into Leadership

12.1.1.1.2. Result: (WHAT) Leadership as the cause of effects, result that leaders achieve

12.1.1.1.3. Process: (WHERE) Leadership actions and where they operate. As reflection of communities  - "the child is father to the man"

12.1.1.1.4. Position: (HOW) Formal or informal space in the organization, the things leaders do make them leaders

12.1.1.2. Leadership is an essentially contested concept

12.1.1.3. Inverse Learning: That followers teach the leader to be a leader

12.1.1.4. Communities of Practice

12.1.1.5. Constructive Dissent and Destructive Consent

12.2. Heifetz, Grashow & Linsky

12.2.1. Core concepts and arguments

12.2.1.1. Two-by-two diagnostic matrix

12.2.1.1.1. Diagnose the system and self diagnoses

12.2.1.1.2. Action system and self action

12.2.1.2. Adaptive leadership

12.2.1.2.1. Observning events and patterns

12.2.1.2.2. Interpret

12.2.1.2.3. Intervene

12.2.2. Part 2 - Diagnose the system

12.2.2.1. Technical vs adaptive challanges

12.2.2.2. Name the elephants in the room

12.2.3. Part 3 - Mobilize the system

12.2.3.1. Interpretations

12.2.3.2. Interventions

12.2.3.3. Acting politically

12.2.3.4. Orchestrate conflict

12.2.3.5. Build and adaptive culture

12.2.4. Part 4 - Your self as a system

12.2.4.1. Loyalties

12.2.4.2. Tuning

12.2.4.3. Identities

12.2.4.4. Bandwidth

12.2.4.5. Purposes

12.2.4.6. Roles

12.2.5. Part 5 - Deploy your self

12.2.5.1. Your purpose

12.2.5.2. Engage

12.2.5.3. Inspire

12.2.5.4. Experiment

12.2.5.5. Thrive