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Identity and Power in Leadership Caroline Clarke 2018 Block Author Online…

- - - - Search for people who will complement or challenge a particular practice
        
        Development and Training of a group of people doing leadership work
        
        Mentoring of others
        
        Effective supporting, scrutiny and implementation of these ideas and initiatives
    - - Recruitment & identification of potential leaders
        
        Development & training of individual leaders
        
        Promotion of individuals according to their meeting of self-centred personal goals (e.g. personal sales numbers)
        
        Rewarding the instigation of new ideas and initiatives
  - - - How are we different from others e.g. I am extrovert, you are introvert
      - Inside-out process e.g. I am an intuitive person
        
        Criticisms:
        
        makes assumptions of people
        
        potentially holds the wrong people to account for 'larger, systemic problems'
        
        Does not take into account wider influences e.g. economic problems or competition
        
        Feminists have a critical approach to this theory
        
        Examples of leadership concepts that are inside-out:
        
        Authentic leadership (downside is the truth is not said - think the phrase 'do you want the truth or do you want me to sugar coat it'. Therefore, do followers want authentic inauthenticity - the appearance of being authentic.
    - - Focus on shared characteristics e.g. female, manager, leader, follower
      - Outside-in process e.g. I am an efficient and modern manager
        
        Criticisms:
        
        Social 'dopism' illustrating how individuals are viewed or casted and not taking into account the power they may wield to change (Clarke, C. 2018, p.13)
  - - - Psychometric tools
        
        MBTI (Myers Briggs Type Indicator)
        
        Advantages:
        
        enables a more in-depth view of personalities
        
        enables the creation of balanced leadership teams
        
        Criticisms:
        
        Intrusive
        
        Inappropriate for performance management purposes
        
        Assumes noun-based leadership
        
        Assumes an individual is static (personality)
        
        Limited by the categories of the tests therefore are we not unique?
        
        Does the user read too much or too little into them
        
        May encourage normalisation rather than diversity
    - - Ethical concerns - overstepping boundries
      - Collective leadership potentially avoids the power at play
  - - - can lead to high energy and commitment
        
        but also envy, spite, revenge and vindictive triumph
        
        can show charisma in times of need but fail to accept responsibility in times of failure
      - Narcissism epidemic
        
        example used of selfie stick
      - Extreme self-love
        
        preoccupation with self hence putting the needs of themselves above the organisation
        
        cannot tolerate criticism, convinced they know best
        
        Sense of entitlement and inflated view of the self
        
        some scholars claim it is very common among those found in very senior positions
        
        debate on whether inherited trait or learnt behaviour that brings particular rewards
        Readings block 4 p.39
      - Followers/employees
        can fear upsetting a narcissistic boss
      - Four indicators:
        
        Real work vs impression management
        
        What gets rewarded
        
        Who protects who
        
        Group connection
        Gabriel 1999, pp. 145-6 cited in Clarke, C. 2018, pp.40-1
      - Narcissists struggle with other narcissist rulers
- - - - Criticism of this analogy is that your 'club membership' can change. Sometimes by choice and sometimes forced.
- - - - 'Pairing': two people choose or are asked to pair together. When applying to leaders it can result in followers believing the leaders are the dream team.
        
        Criticism: romanticises the situation whilst ignoring the flaws.
        
        Reading book 4 p.84
      - 'Groupthink': desire to reach a unanimous decision takes first priority over and above the need to closely interrogate the wisdom of the decision itself.
        
        Criticism: followers will not critique of fear of being shot down; become 'yes men and women'; followers can be critical of the leader in private whilst leader continues to believe his/hers is the right way.
        
        Janis, 1971 cited in reading book 4 p.84
      - Obedience to authority out of fear of being defined as a troublemaker.
        Reading book 4 p.85
      - 'Out Groups': those who do not share or threaten the identity of the group
        Week 16 online session 3.6