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Leaderhip (Leadership (How does the XXX Leadership Theory add to existing…

- - - - leaders lack important skills in change management
        
        known as "CHANGE CAPABLE LEADERSHIP"
        https://www.ccl.org/articles/white-papers/change-capable-leadership-propel-success/
        
        Center for Creative LEadership (CCL)
        
        91% of UC San Diego student leaders were highly confident they would be able to apply the knowledge and skills they acquired through CCL programming to help their student organizations succeed.
        
        The dance of change : the challenges of sustaining momentum in learning organizations / Peter Senge ... [et al.] 1999
        
        The management of living beings or emo-management / Delphine Van Hoorebeke 2018
        
        Four-cornered leadership : a framework for making decisions / John Roland Schultz. 1939 2014
        
        Stellar management teams / Vesa Ristikangas and Tapani Rinne
        Ristikangas, Vesa, 1971-,
        Routledge | 2018
        
        Building organizational capacity for change [electronic resource] : the strategic leader's new mandate / William Q. Judge, Jr
        Judge, William Q.
        
        not a change mgmt model
        
        give little effort to the people side of change
        
        orgs need the benefit of change leadership as well as change management
        
        fall apart 50-70% of the time
        
        mastered organisational and structural change
      - leaders lack skills for building collaborative relationships
        
        need to grow formal and informal networks
      - leaders are least prepared to lead employees
        
        should be top priority
      - leaders rank highest for taking initiative
        
        need buy-in and commitment from employees first
  - - - Authentic Leadership
      - Adaptive Leadership
        
        in relation to overcoming a specific problem like complacency, longevity, lack of peformance mgmt etc.
        
        Complex Adapative Leadership by Nick Oblensky2010
        https://ebookcentral.proquest.com/lib/sdsu/detail.action?docID=564122
    - - Leader–Member Exchange Theory (LMX)
        
        Members of a group become part of the “in-group” or “out-group” in the leader–follower relationship already at an early stage of group membership. This distinction depends on how the relationship with the superior during the mutual role definition develops and how the participants assess the potential advantages and costs of the relationship. Personality and other personal characteristics play an important role here (Dansereau et al. 1975), as these aspects influence the behavior and attitudes of both the superior and the subordinate. Becoming a member of one or the other group depends on the behavior of the subordinate concerning the extent to which he/she is expanding the responsibility within the leader–follower relationship. The higher the willingness to contribute to the aim of the group beyond the formal role determined by the work contract and the hierarchy, the more a subordinate becomes part of the “in-group.” As a consequence, the mutual relationships between leader and follower include more than just formal aspects, but also trust, loyalty, and mutual influence. If a follower is not interested in assuming such enlarged responsibilities, he/she will become a member of the “out-group.”
      - Role Theory
        
        Role theory of leadership as a theoretical approach borrows to a large extent concepts from the sociological role theory and applies these ideas to leader–follower relations. The role concept is regarded as a basic link between the individual and the group, and hence considered an essential element of social systems. Role theory of leadership understands leadership within a group as a result of a process of differentiation by which group members achieve group aims faster and whereby they meet their individual needs. Leadership is considered as being “a part of the problem-solving machinery of groups” (Gibb 1958, p. 103). Based on the different approaches in role theory, the following three basic approaches in role theory of leadership can be distinguished (Neuberger 2002).
      - Micro-Politics Approach
        
        According to the prevailing opinion, the term “organizational policy” can be traced back to Burns (1962), who introduced it into social sciences. He considered political behavior to be the main driver for social changes in organizations. The term “micro-politics” might be defined as the portfolio of those daily tactics with which power is built up and applied in order to extend the room for maneuver and to defy external control (Neuberger 1995). From this perspective, power and politics become essential variables to describe leadership reality in organizations or, as Küpper and Ortmann (1992) put it, organizations are pervaded with politics. Making decisions, formulating rules, creating structures, distributing tasks, or providing instructions are political processes and the people involved are “micro-politicians” or “influencers” as Mintzberg (1983) names them. Consequently, political behavior in organizations is intended to promote or protect the interest of individuals or groups and thereby to threaten the interest of others (Porter et al. 1981). Such behavior is not regarded as being outside the legitimate systems of influence or as being clandestine, as Mintzberg (1983) understands organizational politics. Rather organizational politics and micro-politics behavior – opened and covered – are considered as day-to-day phenomena in organizations and the legitimate system is nothing else but the result of such behavior. Put differently, political processes are considered to be endemic to organizing and organizations (Hosking and Morley 1991). Furthermore, political behavior is not conceived as necessarily dysfunctional but as a matter of fact in organizations and a principal way in which people get things done (Bacharach and Lawler 1998).