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

Specific activities, duties assignments

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

Fletcher & Käufer

Focus of paper

Shared Leadership, Post-heroic leadership, Interdependence

Main theoretical concepts

Issues and questions

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

Vine et al

Focus of paper

creation of co-leadership

Main theoretical concepts

co-create leadership through collective talk within the workplace

Main theoretical argument

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

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

Leadership is located in interaction

Issues and questions


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

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

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

Relations-oriented: Supporting, Developing, Recognising, Empowering

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

External: Networking, external monitoring, representing

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.

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

Krantz & Maltz

Focus of paper

Organizational role

Bad theory

Main concepts and model

Role can be considered as GIVEN or TAKEN

Part of the mission of the organization and system of tasks

Unconscious assigned, assumed function

Own interpretation of the role

Organizational role consultation, Work of helping clients see their role after or during organizational changes

More of a conceptual framework for reflection than leadership theory

Uhl-Bien & Marion

Issues and questions

Main theoretical argument

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

Main theoretical concepts

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

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


Complex Adaptive systems

From transformational leaders to transformational environments

Focus of paper

Complexity Leadership Theory (CLT)

Grint: Problems, problems, problems

Focus of paper

Contingency theory and social construction theory

problem construction

Main theoretical concepts

Contingency theory, No best way of leading, Leadership style effective in some situation might not be in others: context determines how leaders respond to a problem

Problem classification, Tame, Management, Institute processes, Wicked, Leadership, Ask questions to adress problems, Critical, Command, Provide answers

Issues and questions

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

Main theoretical argument

Leadership involves socail construction of the context that both legitimises a particular form of action a constitutes the world in the process., Social construction in the sense of definition of reality

Meindl et al

Issues and questions

Main theoretical argument

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.

Main theoretical concepts

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

Focus of paper

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

DeRue & Ashford

Focus of paper

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

Main theoretical concepts

Leadership identity (three levels of identity)

Leadership identity construction process

Claiming and granting of leader and follower identities

Main theoretical argument

It is a social construction process, In the sense that identities are negotiated

Issues and questions

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


Issues and questions

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

Main theoretical argument

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

Leaders enact sensemaking

Main theoretical concepts

Sensemaking is making something sensible, 7 distinguished properties, Identity construction, Retrospective, Enactive of sensible environments, Social, Ongoing, Focused on and by extracted cues, Driven by plausibility rather than accuracy

Focus of paper

Main theoretical argument, Self-in relation is more fluid and multidirectional than the notion of self as an independent entity, Self-in relation is often associated with femininity and powerlessness, The theory offers a way of putting social interactions related to leadership in the broader societal context of power differences in which they occur, Shared leadership is assumed to have transformational potential, Self in-relation, The four stages at Bohm dialogues

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



Core concepts and arguments, Analyze and describe leadership through 4 aspects, Person: (WHO) personal characteristics and skills. putting the "ship" back into Leadership, Result: (WHAT) Leadership as the cause of effects, result that leaders achieve, Process: (WHERE) Leadership actions and where they operate. As reflection of communities  - "the child is father to the man", Position: (HOW) Formal or informal space in the organization, the things leaders do make them leaders, Leadership is an essentially contested concept, Inverse Learning: That followers teach the leader to be a leader, Communities of Practice, Constructive Dissent and Destructive Consent

Heifetz, Grashow & Linsky

Core concepts and arguments, Two-by-two diagnostic matrix, Diagnose the system and self diagnoses, Action system and self action, Adaptive leadership, Observning events and patterns, Interpret, Intervene

Part 2 - Diagnose the system, Technical vs adaptive challanges, Name the elephants in the room

Part 3 - Mobilize the system, Interpretations, Interventions, Acting politically, Orchestrate conflict, Build and adaptive culture

Part 4 - Your self as a system, Loyalties, Tuning, Identities, Bandwidth, Purposes, Roles

Part 5 - Deploy your self, Your purpose, Engage, Inspire, Experiment, Thrive