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S2 kritiska perspektiv (frågor (alternativ (vilka gränser finns för…

- - - - four Myths about the managerial role
        
        managers are reflective
        
        fact
        
        work at an unrelenting pace
        
        activities are characterized by
        
        brevity
        
        variety
        
        discontinuity
        
        strongly oriented to action and dislike reflective activities
        
        they have few regular duties they are like a good conductor, carefully orchestrate everything in advance, then sits back, responding occasionally to an unforeseeable exception
        
        fact
        
        many regular duties
        
        ritual cermony
        
        negotiation
        
        processing soft information
        
        they use aggregated information provided by formal management systems in their judgments and decision making
        
        fact
        
        they rely on.. as sources of information
        
        verbal media
        
        stored in the brains of people
        
        makes it harder to delegate
        
        telephones
        
        meteeings
        
        soft information
        
        gossip
        
        hearsay
        
        speculation
        
        management is becoming a science and a profession
        
        refutation
        
        science involves the enaction of systematic, analytic determined procedures and we do not even know what procedures managers use
        
        fact
        
        the programs/rutines for managerial activities are locked inside the brain of the manager
        
        next to none technological development
    - - managerial roles
        
        interpersonal roles
        
        features
        
        arise directly from formal authority
        
        figurehead role
        
        activities
        
        perform ceremonial duties
        
        somtimes rutine, involving little serious communication and no important decisionmaking
        
        leader role
        
        activities
        
        hiring and training staff
        
        liaison role
        
        activties
        
        make contacts outside the vertical chain of command
        
        informational roles
        
        monitor
        
        activities
        
        scanning the enviroment for information
        
        interrogates liansons and subordinates
        
        recieves unsolicited information from personal contact network
        
        disseminator
        
        activities
        
        passes some privledged information directly to subordinates
        
        spokesperson
        
        activities
        
        sends som information to people outside the unit
        
        features
        
        the manager acts as the nervecenter of the organisation
        
        decisional roles
        
        features
        
        plays a major role in the unit´s decision-making system
        
        entrepreneur
        
        activities
        
        the initiating and supervising/delegation of development projects
        
        aim
        
        1 more item...
        
        features
        
        2 more items...
        
        features
        
        volentary initiator of change
        
        closely connected to monitor role
        
        disturbance handler
        
        activities
        
        features
        
        involentary resonding to pressures
        
        resource allocator
        
        activities
        
        deciding who will get what
        
        resorces
        
        2 more items...
        
        designing unit structure how work will be divided and structured
        
        authorizing decisions directly
        
        choosing the person rather than the project
        
        negotiator
        
        activities
        
        negotiation of agreements between interests groups with conflicting interests
        
        interaction
        
        the form a gestalt, an integrated whole
        
        no role can be pulled out of the framework without suffering performance
        
        new manager lacks liaison role
        
        unable to disseminate the information employees need nor make decisions that reflect external conditions adequately
        
        time spent in roles differ between the nature of the work
      - ways of improving performance in managerial roles
        
        know thy self
- - - - apply a critical perspective on the ideological overtures of TFL (and similar strains) and show how ideology is built in into research design
      - how can the hype of TFL (and related concepst) be understood despite it not being scientific solid ground
    - - argue for a more open-minded view of leadership, and de-ideologize leadership
  - - - ideology in organization and leardership studies
        
        definitions
        
        marxism
        
        false beliefs covering up a dominant social order
        
        neutral
        
        a system of ideas and values
        
        the selected definition
        
        the painting and appealing picture, legitimizing certain interests and a specific social order
        
        features
        
        function
        
        strain theory
        
        means to reduce stress and anxiety
        
        interest theory
        
        explains a groups search for power
        
        allowing essentially contestable concepts less contentious
        
        a device to cope eith ambiguity and the interdeterminacy of meaning
        
        effects
        
        legitimation
        
        white washing reality
        
        inserts hope
        
        offer ideals
        
        clarity and comprehension
        
        offers identity material
        
        mundane, instrumental and operative sides are forgotten in favor of far more impressive and ego- status boosting activities
      - TFL
        
        critizism
        
        Yukl
        
        overemphasis on dyadic processes
        
        ambiguity about
        
        underlying influence processes
        
        tranformational behaviors
        
        insufficiant speculation of
        
        negative effects
        
        heroic leadership bias
        
        theoretical constructs
        
        incoherant constructs
        
        example
        
        karisma
        
        tautology in description and explanation
        
        behavior, ability or practis is defined by the effects it creates
        
        arbritary exclusion
        
        unbalanced conceptions
        
        leader centricism
        
        Shepard and sheep view of managing
        
        denial/minimization of social setting
        
        organizational culture sees as something tht TFL creates and controls
        
        disregard for social dynamics
        
        one way interaction leader communication vision other s receiving and is being transformed y it
        
        evidens an study design
        
        same-source bias
        
        tautology built into studies
        
        cognitive dissonance
        
        why is TFL popular?
        
        its functional
        
        in order to maintain current asymmetrical power structures and distribution of resources
        
        Cast TFL as a science is further legitimizing power structures
        
        managers and educators use leadership in an ideological way to promote their intrests and, simultaneously evoke a broad attribution of faith in positive forms of leaderships leading to harmony, effectivness and moral order
        
        it taps into our hero-worship narrative (american)
        
        heroic individuals of true grit get followers in shape and performing as the leder intends
        
        dangers
        
        saint cononization
        
        concentrates and legitimize a lot of power in the hands of the leader
        
        authentic leader
        
        focus on universal values
        
        adresses real threaths
        
        develop followers into leaders
        
        pseudo-transformational leadership
        
        our values agianst their values
        
        examples
        
        hitler
        
        usama bin laden
        
        Followers arent psychjopats only regular people following an ideology and a leader they believe are ethical
        
        leadership creates ways of seeing and valuing, normalizing subjects throgh suggesting idealized templates for being, supporting certain intrests
        
        TFL sacrifices emperical description and theoretical explanitory sharpness in favor of positive sounding formulations, overemphasizing a harmoniois stat eo affairs or reachable future
- - - - leadership styles
        
        monstreous leader
        
        features
        
        exceed boundaries of
        
        size
        
        morality
        
        social practice
        
        shape
        
        passionate to the brink of obsession
        
        an autistic charismatic leader
        
        dimensions
        
        recruitment principle
        
        passion and devotion
        
        principle of followership
        
        shared passion
        
        key practices
        
        exploit personal interests for organizational benefit
        
        defined through
        
        passionate transgression of formal role and social expectation
        
        purpose
        
        help followers change and improve
        
        problems
        
        they takes liberties start managing things that isn't work related but touch on the interests of the monstrous leader
        
        produces resistance, criticism, disengagement, cynicism and apathy
        
        solutions
        
        nature a critical distance to your passions
        
        traditional leadership
        
        purpose
        
        sustain tradition and scial structure
        
        recruitment principle
        
        nepotism
        
        principle of followership
        
        personal loyalty and obedience
        
        key practices
        
        common upbringing
        
        defined through
        
        tradition
        
        autocratic leadership
        
        purpose
        
        make rational just decisions
        
        recruitment
        
        merit and aptitude
        
        followership
        
        impersonal duty
        
        key practices
        
        separate formal role from personal intrest
        
        defined throygh
        
        formal rules
        
        charismatic leadership
        
        enthuse followers
        
        extraordinary personality and magical powers
        
        psychological arousal
        
        exloit extraordinary personality for the cause
        
        follower recognition and support
      - makro trends explaining monstreous leadership style
        
        effects on work/life
        
        the boundaries between work/life is erased
        
        everything about the manager/employee can be used/improved/exploited in order to achieve organisational results
        
        the cultures of organizations are encouraging total commitment
        
        An increased emphasis on using culture/intrinsic motivation as a way of aligning individual and organisation goals