Chapter 12 Emerging Leadership Perspectives Great leaders walk the talk

Chapter 12

Emerging Leadership Perspectives

Great leaders walk the talk

Copyright © 2008 John Wiley & Sons, Inc. 12-2

Chapter 12 Study Questions

What is integrative leadership?

What is moral leadership?

What is change leadership?



• Full-range leadership theory (FRLT) – Involves nine dimensions covering both

transformational and transactional leadership, especially emphasizing contextual variables

– designed to recognize contextual variables that link observations to a set of relevant facts, events, or points of view



• Shared leadership – 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.



• Leadership in self-managing work teams– Leaders provide resources or act as liaisons

with other units but without the trappings of authority associated with traditional first-line supervisors



Conditions for creating and maintaining team performance

• Efficient, goal-directed effort

• Adequate resources

• Competent, motivated performance

• A productive, supportive climate

• Commitment to continuous improvement and adaptation



• Self-Leadership Activities – represent a portfolio of self-influence strategies

that are believed to positively influence individual behavior, thought processes, and related activities

– behavior-focused, natural-reward, and constructive-thought-pattern



• Behavior focused strategies– self-observation– self-goal setting– self-reward– self-correcting feedback– practice



• GLOBE (Global Leadership and Organizational Behavior Effectiveness Research Program) – attributes and entities that differentiate a

specified culture predict organizational practices, leader attributes, behaviors that are most often carried out and are most effective in that culture


Figure 12.1



• Assertiveness• Future orientation• Gender egalitarianism• Uncertainty avoidance• Power distance

• Institutional emphasis• In-group collectivism• Performance

orientation• Humane orientation

Culture dimensions



Leadership dimensions

• Charismatic/value based

• Team-oriented

• Participative

• Humane-oriented

• Autonomous

• Self-protective


Figure 12.2



• Multiple-Level Leadership – there are three different organizational domains

from the bottom to the top of the organization, – (1) the production domain at the bottom of the

organization– (2) the organization domain in the middle levels– (3) the systems domain at the top


Figure 12.3



• Cognitive complexity– are those who process information differently

and perform certain better than less cognitively complex persons because they use more categories to discriminate

• Social intelligence – ability to notice and make distinctions among

other individuals



• Absorptive capacity – the ability to learn

• Adaptive capacity– the ability to change



• Managerial wisdom – involves the ability to perceive variation in the

environment and an understanding of the social actors and their relationships.



• Authentic leadership – involves both owning one’s personal

experiences (values, thoughts, emotions, and beliefs) and acting in accordance with one’s true self (expressing what you really think and believe, and acting accordingly).



• Self-efficacy – an individual’s belief about the likelihood of

successfully completing a specific task

• Optimism – the expectation of positive outcomes



• Hope – the tendency to look for alternative pathways to

reach a desired goal

• Resilience – the ability to bounce back from failure and keep

forging ahead



• Servant leadership – primary purpose of business should be to

create a positive impact on its employees and its community

– helps others discover their inner spirit, – earning and keeping their trust – exhibits is effective listening and service over

self interest



• Spiritual leadership – a causal leadership approach for organizational

transformation designed to create an intrinsically motivated, learning organization

– includes values, attitudes, and behaviors required to intrinsically motivate self and others to have a sense of spiritual survival through calling and membership


Figure 12.4



• Change leadership helps deal with the idea of an organization that masters the challenges of change while still creating a satisfying, healthy, and effective workplace for its employees



• Transformational change – radically shifts the fundamental character of an

organization

• Change agents – individuals and groups who take responsibility

for changing the existing behavior patterns of another person or social system



• Unplanned change – occurs spontaneously and without a change

agent’s direction

• Planned change – intentional and occurs with a change agent’s

direction



• Performance gap – a discrepancy between the desired and actual

state of affairs


Figure 12.5



Forces for change

• Organization-environment relationship

• Organizational life cycle

• Political nature of organizations


Figure 12.6



• Unfreezing – stage at which a situation is prepared for

change

• Changing – stage in which specific actions are taken to

create change

• Refreezing – stage in which changes are reinforced and

stabilized



• Force-coercion strategy – uses authority, rewards, and punishments to

create change



• Rational persuasion strategy – uses facts, special knowledge, and rational

argument to create change



• Shared-power strategy – uses participatory methods and emphasizes

common values to create change



• Resistance to change – an attitude or behavior that shows

unwillingness to make or support a change



Why people resist change• Resistance to the change itself

• Resistance to the change strategy

• Resistance to the change agent


Figure 12.7

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Chapter 12 Emerging Leadership Perspectives Great leaders walk the talk