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Leadership, Effective crises leadership - Coggle Diagram

- - - - Understanding someone else is far more subjective than we realise
  - - - In apes, larger group sizes = larger brain, due to high processing power required for social relationships
      - Can only get close to small group of people at a time
      - Large number of relationships will likely have less deep/ trusting connections
  - - - rganisational networks tend to have structural holes; they are not homogenous, scalable structures.
    - - pro: allows group to operate efficiently
      - However vulnerable to groupthink
    - - If we want our followers to be truly empowered, we need to sometimes ensure that they can exhibit the high status that they need, to confidently express their opinions and exercise their delegated authority.
  - - - Cultivating relationships
  - - - Logos
      - Pathos
      - Ethos
    - - 3 elements for effective communication in any setting
        
        Direction-giving language
        
        Empathetic language
        
        Meaning making language
    - - Different styles of leadership required at different time, expressed through communication
      - Loosing physiological responses via online communication may be dangerous, as emotional context is lost
  - - - the phenomenon where individuals, groups or organisations collectively lower standards, often unconsciously, to avoid challenging one another, thus fostering an environment where mediocrity becomes the norm
    - - Surface-level engagement
      - Echo chambers
      - Over-reliance on metrics
      - Information overload
    - - Individual level
        
        Avoid challenging self
        
        Encourage self-reflection and continuous learning
      - Group Level
        
        Teams may develop norms that discourage challenge
        
        Foster a culture that values opinions
      - Organisational Level
        
        Create brand safety over authenticity
      - Societal level
        
        Leaning towards passive consumption of information
        
        Advocate media literacy and critical thinking
  - - - Senge, P.; Hamilton, H. and Kani, J. (2015)
      - 'The dawn of system leadership'
      - Stanford Social Innovation Review, 13, 1, Winter, pp. 27-33
- - - - Stacey Hanke - Influence Redefined
        
        Challenges with this framework
        
        paradox of authenticity
        
        need to be consistent and adaptable at the same time
    - - VUCA
      - Leaders must remain agile
    - - Recognition of broader stakeholders
      - Firm value includes market assessment of leadership capabilities
    - - Leaders must be able and willing to lead a whole culture of different values
  - - - person demonstrates valuable characteristics and are labelled a leader
        
        therefore people are willing to follow his advice
      - distributed leadership
        
        authority
        
        can be dysfunctional if value different outcomes
      - Easier for people in authority to exercise leadership
      - Leading in crises
        
        Need to value same outcomes
        
        If you are able to continually perform, people will grant you leadership
        
        Performance
    - - Person
        
        exemplifies characteristics
      - process
        
        interaction - enable to work together for same outcome
      - Position
        
        Authority
      - Performance
        
        people able to perform are granted leadership
  - - - O'Reilly and Reed (2011)
        
        Leaderism
        
        charismatic approach to leadership, rejecting managerial approach to leadership
        
        prioritises needs of service users
      - Grint
        
        Building on the work of James Meindl (Meindl et al., 1985), Grint argues that current notions of distributed leadership fall into the same trap of earlier leadership theories in highlighting the 'romance of leadership'. Implied by this is the idea that leaders (either individual or collective) can solve all the problems of organisations when in fact there is little or no evidence to support that idea.
        
        The romance of leadership
        
        Meindl - we misunderstand leadership
        
        we blame/ congratulate leader - this is romantic misunderstanding of leadership
        
        enlightenment thinking changed view of leadership
    - - Jean-Louis Denis’ synthesis of this, in the Academy of Management Perspectives [Annals] in 2012,
      - Peter Gronn (2002)
        
        extent to which leadership is distributed horizontally and vertically across an organisation
        
        extent to which leaders align in their influence
      - more people = more people invested towards an outcome
- - - - 8 contextual factors
  - - - Mitchell et al. argue that leaders can identify classes of stakeholders based upon their possession of one, two or all three attributes, consisting of power, legitimacy and urgency.
      - Sedereviciute and Valentini (2011) argued that the rise of social media warranted special attention and combining the salience model with social network analysis yielded more accurate results for leaders.
  - - - Tichy and Bennis (2007) maintain that successful judgment calls are more likely if a 3-stage process is followed:
    - - Excessive optimism
      - Confirmation bias
      - Anchoring
      - Self Interest
      - Sunk cost fallacy
  - - - Colley, J. and Spyridonidis, D. (2022)
      - Unprecedented Leadership: Leading in Turbulent Times
      - London: Palgrave Macmillan, Chapter 5
- - - - Humility
      - Will
  - - - 1) Creation - leader is the creator
      - 2). Growth - leader is the acceslerator
      - 3). Maturity - leader is the sustainer
      - 4) Decline/ Turnaround - leader is transformer or terminator
  - - - Different leadership skills required at each phase of organisation
      - 3 key transition points
        
        Creation -> growth
        
        Growth -> maturity
        
        Maturity -> decline
      - KEY MODEL TO APPLY
  - - - Two most significant leadership disqualifiers (because they are intractable) are poor judgement and psychological damage, and they interact
        
        Overexposed/ overpromoted - impacts intellectual capacity
  - - - Ward, A. (2002)
      - 'The Leadership Lifecycle'
      - London: Palgrave Macmillan, Chapter 1
    - - Ghazzawi, I.A. (2018)
      - 'Organizational decline: A conceptual framework and research agenda'
      - International Leadership Journal, 10, 1, pp. 37-80
- - - - Connection
      - Voice
      - Support
      - scope
  - - - Old model of top-down communication from leadership
      - Argue communication should be more dynamic
      - 4 elements of organisational conversation
        
        intamacy
        
        Wray 2022
        
        Interactivity
        
        Inclusion
        
        Intentionality
        
        Frame dialogue. Clampitt 2000.
      - Also see model: https://my.wbs.ac.uk/-/academic/323703/resources/in/1763923,1763913/item/1763825/#/content
  - - - [do they really??]
      - They beleive leaders should be content creators
      - Distribution competence: the ability to influence the way messages move through complex organisations
      - Ability to create and sustain body of followers
  - - - Capture dynamica nature of organisational communication
- - - - Theory linking stakeholder interactions with responsible leadership
      - They argue that in addition to shareholders, CEOs must answer to a wide range of parties, including staff members, customers, business collaborators, the planet and investors.
      - Key groups
        
        Employees - lead and motivate
        
        Customers - reliable, safe products
        
        Business partners - enforce appropriate ethics/ labor environmental standards
        
        Social/ natural environment - aware of environment in which they work
        
        Shareholders - offer fair return
    - - Expert
        
        Efficient and geared towards achieving strategic objectives.
      - Facilitator
        
        Inspiring and integrating staff
      - Citizen
        
        duty as citizen is secondary to stakeholders.
  - - - managing complexity in an era of constant change and uncertainty while offering some stability
      - managing multiple stakeholders
      - managing over a longer-term horizon without ignoring the short-term objectives
      - self-management.
    - - skilled leaders must manage financial, environmental and community logic at the same time
- - - - Warren Buffett said it all, when he said ‘it takes 20 years to build
        a reputation and five minutes to destroy it
      - Clear statement of ethics
  - - - Greater expectation on larger firms to behave well
        
        Bigger brand
        
        More visible
  - - - Clear and Explicit values
        
        Short, actionable, resonant
      - Thoughts curing judgement
      - Incentives
    - - Ethical cultures
        
        originate from top
      - Identifying extent of integrity issues
        
        Soltes 2019
        
        integrity gaps in are in most businesses and are considerable and frequent
  - - - Corporation sole responsibility is to maximise profits for its owners
      - Bad reputation will impact shareholder returns
    - - A business is important to several groups of people
      - Two guiding principles
        
        business impact
        
        Corporate rights
    - - The idea is that ownership only acts as a representative of all constituents and does not own a firm.
- - - - Crises will reveal teams weakness