Please enable JavaScript.

Coggle requires JavaScript to display documents.

Leader, inspiration - Coggle Diagram

- - - - Judgement clouded
        
        Personal pref we like in leaders can become negatives in disliked leaders
        
        Assertiveness confidence appreciated male leaders seen as negatives in female leaders bossy pushy
      - Disturbing
      - Subjective views
  - - - over confident sign of weakness
  - - - Masculine
        
        aggresive and highly competitve ways of working
      - feminine
        
        compassion
        
        team work delegation trust
    - - hersey-blanchard situational leadership theory and multiple-linkage model
        
        focus on results-does thew situation require long term/short term action
        
        commitment and competence
        
        basic incompetence or unwillingness to od the task
        
        the group is ready willing and able to do the task
        
        inability to do the task but willing to do so
        
        competence to do the task but do not think they can
        
        model does not take into account other factors that can effect commitment and comptency
      - limitations of situational models-
        
        models are simplistic and vague very difficult to use in practice
        
        spproach seems to be one way leader to follower
  - - - Traditional authority
        
        Assumed gift from God
        
        Traditions established a long time ago
        
        Unquestionable
    - - Apply a more detached and universal set of scientific criteria
      - Subjective
        
        One person's hero could be another's enemy
    - - Account of greatness
        
        lies in the eye of beholder
        
        inevitably accept dominat social norms of the time concerning what is great
        
        hitler-blonde hair blue eyes
      - lack of system of ethics
        
        exploit situations /manipulate followers by heightened anxiety
      - trapped in dominant stories about select few of our day
        
        focus on leaders very often because this focus is easiest avilable and fits most cleanly
      - Diverts attention from followers
        
        followers bring positivity and negative characteristics to leaders
        
        followers have power making leaders popular
        
        Quote
        
        Grint (2010) proposes that it suits leaders and followers to
        
        maintain the façade of powerful individual leaders because to do otherwise
        
        would mean followers accepting more responsibility for their organisations
        
        and societies, and for their own education and development
    - - can blind us to alternative explanantions and alternative means of interpretation
    - - personality and chracteristics/trait approach
        
        set meaningful direction through personal examplee
      - Skill
        
        behaviour/situation aproach
        
        develop a strategic plan and make sure others follow it
        
        make sure direction is accepted and not rejected
        
        what they do and how it affects their ability to achieve
        
        possess communication skills
        
        action
      - connection and followers relationsexpressive approach
        
        motivate and inspire results
        
        charismatic/transformation abiltiy #
        
        honest with followers
        
        manipulative
      - situational leadership
        
        suited to some situations and not otehrs
  - - - kouzes and posner model
        
        model the way-leaders behave in the same way as they want other people to be
        
        words are not enough
        
        inspire a shared vision-leader needs to focus and set achieveable goals for organisation to work towards
        
        challenge the process-challeneges current processess and adopts new ones
        
        learn from success and failure
        
        enable other to act-creates a safe enviroment encouraging ideas and collaboration
        
        encourage the heart-rewards for success
        
        the guiding principle
        
        people follow first the people and then the plan
    - - all leadership behaviours are based on a certain assumption-personal leadership theory
      - leaders achieve results through people
      - people first leadership
        
        task first leadership
        
        impovership leadership
        
        middle of the road leadership
        
        team leadership
    - - very general approach asumming the work across organisations and cutlures
        
        assume if a leader can act appropriately they will
      - model does not address complexity of leader motivation or situation they are in
  - - - difference between ordinary and extradinary leaders
        
        what makes the leader extradinary
        
        achieving extradinary results by motivating and inspiring in a way that creates an emotional relationship between leaders and followers
        
        sports personalities such as david beckham/elon musk
        
        amplified effect of personality/skill/behaviouir
    - - emotional connection with followers
        
        house 1976 charismatic leaders are so effective with their followers is down to a combination of their charactyersiatics and behaviours
        
        direct impact on followers bringing benefits to both parties
        
        increased trust and affection
        
        convergence of beliefs with followers and leaders providing unquestional acceptance and obedience
        
        emotional involvement with leader >heightened goals and increased personal competence in the followers
        
        shamir and colleagues (1993) discovered that leaders were able to transform folloers beliefs sbout themselves and increase confidence and beliefs in their abilities
        
        leaders create a strong sense of identity between followers/organisation or movement connected to the leader
        
        1 more item...
      - House-four characteristics
        
        dominance
        
        drive to take control/to be focussed on task and achieve goals
        
        Self Confident
        
        confident and secure in own abilities #
        
        Need to influence
        
        wanting to be liked and for people to support you
        
        Strong conviction in the righteousness of their beliefs
        
        and know their beliefs are morally correct
        
        House-Charismatic Behaviours
        
        models desired behaviours and values
        
        leader acts in a way that they expect followers to behave
        
        Cultivating the impression of competence
        
        Articulating the goal with ideological or high moral significance
        
        able to articulate justness effectively
        
        Demonstrating high expectations and confidence in followers
        
        not only possess these beliefs but they display them by praising and encouraging their followers
        
        Communicating messages that arouse motives in followers relevant to the goals
        
        posess strong communication skills and in particular are able to communicate powerful messages connected to their goals that motivates their followers
        
        martin luther king
      - developing charismatic behaviours
        
        charismatic leadership can be learnt searle and hanrahan (2011)
        
        3 actions hard work and effort inspires others
        
        creating a connection with followers snd making efforts to understnad their needs and demands
        
        being prepared for opportunitiesto inspire others by having a clear vision and knowing what inspires them
        
        taking advantageof opportunities to inspire as they happen
      - Challenges to theories of charismatic leadership
        
        Beyer (1999) argues charismatic leadership has beeen tames to make more common and less extraodinary
        
        leadership reserach has focussed on self/folloewer perception of what a leader is
        
        leading to emphasis personal character and the search for universal/generalisable traits.
        
        enviroment with condsiderable stress determines a leader
        
        if charismatic leadership is about acxhieving extraodinary results then the link between achieving such fundamental chnage and the characteristics and bahviours identified by leadership researches such as house ahve not been demonstarted .
        
        1 more item...
  - - - inspire followers to go above and beyond job performanvce
      - interested in peoples personalties and behaviours that encourage more emotional commitment from followers
      - diluted version of the notion of charisma
      - transactional leadership
      - motivate and inspire followers to transform organisations and societies
      - more common in business and organisational life when exteranl /internal factors require significant change
      - bass and avolio (1990)-4 factors demonstrated
        
        idealised(view) influence or charisma
        
        emotional component drwing on behaviours or leaders that influence followers
        
        provides clerar vision sense of purpose
        
        Inspirational motivation
        
        high expectation of followers
        
        leader communication these expectations in a motivated an dinspiring way
        
        using symbols/emotional appeals
        
        creating a shred vision that followers can be a part of
        
        intellectual stimulation
        
        stimlulation followers to be creative and innovative
        
        encouraging followers to work things out on their own and engage in problem solving
        
        e.g encouraging follwoers not to throw away clothes but to reuse
        
        they dont tell followers what to do but encourage them to think differently and to innovate
        
        Indivisualised Consideration
        
        provide a supportive climate and listen carefully to followers individual needs
        
        includes coaching and mentoring
      - Burns Distinction between transactional/transformational
        
        transactional
        
        approach followers with aneye to exchanging one thing for another e.g jobs for votes etc
        
        most leadership appears this way
        
        bass 3 forms
        
        contingent reward
        
        1 more item...
        
        active managementby exception
        
        1 more item...
        
        passive management by exception
        
        1 more item...
        
        laissez -faire leadership
        
        hands off leadership allowing team to get on with job
      - most effective in achieving results and should therefore be used most
      - Developing leadership factors
        
        combination of values/attutudes/behaviours-developed through learning and experience
- - - - authentic leader has a deep sense of purpose that is linked to core values
        
        build companies that meet the needs of all their stakeholders
        
        recognise importance of ther service to scoiety
  - - - if successful the experience is not always a positive one
      - neagtive ddestructive effects of some leaders are largely ignored e.g job losses