LFC Lecture 2 - Roy Smollan PDF

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Roy Smollan...

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Lecture Two Notes: Leader-centered perspectives: - If you want to understand leadership, focus on the leaders. - This includes their personalities, identities, behaviours and values Outline: -

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The leader as hero Leadership identity Leader behaviour Leader values Transformational leadership and Charismatic leadership - Critique: This style is unethical because it appeals to emotions rather than to actual reason, it lacks the checks and balances of democratic process and power distribution which means that it exploits followers and actually pushes them into forfeiting their own best interest When good leaders stay good, or act unethically– and when bad leaders become good

Discussions: - Can lecturers be leaders? Can they be followers too? - Are students followers? Can they be leaders too? The leader as a superhero: - Typical white males are usually our cartoon heroes/heroes in general - Costumes on our superheroes accentuates their identity - Changes and evolution of our society shows diversity eg. wonder woman and catwoman - Black Panther is revolutionary because it positively represents a group of people within society who have been marginalised in every sense of the word. It offers them a sense of identity which is tangible and attainable. - Example of Black Panther: When we don’t understand what identity and leadership is we are all poorer for it. - The white American businessman is often seen as the hero, we have to know that people at the top of the pyramid are not the only leaders Growing up who were your heroes: - Not so much fictional characters but I was influenced by real people - Real people include: Kara-anne, parents, sisters Theories surrounding leadership: Personalities, identities, behaviours and values

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Personalities: See week 1 theories Identities: Idea of who am I as a leader - (Reading: Hersted and Frimann) Behaviours: Theories from week 1 such as situational leadership Values: (Reading: Michie and Gooty)

Leadership Styles: Questionnaire scores - Authoritarian: 10 (Low) - Democratic leadership: 20 (Moderate - High) - Laissez-Faire (Leave me alone) Leadership: 16 (Moderate) Criticism: The theory is more so about the leader instead of the leader-follower relationship Leadership Behaviours: - Hersey and Blanchard’s situational leadership theory - Theory depends on the context which is important Leader values: - Leaders are what is important to us, they are a part of our identity and the way in which we see ourselves - Norah’s values: Humility, diligence, strong work ethic, integrity, honesty, authenticity, empathy, compassion, justice, open mindedness, willingness. I value people and relationship Circles of value: - Individual values - Group values (Including leader values) - Organisational values - The first two can be known as the person-group values, there can often be clashes between the two Theory: Core leadership values: Propose by Mason Leads. 1. 2. 3. 4. 5. 6. 7. 8.

Respect - Being self-respecting and treating others with dignity Making a difference - Making a positive impact on the environment around you Integrity - Transparency in values, beliefs and actions Authenticity - Being who you are, being real, decent and open in a positive way Courage - Being able to do things that are right and correct Service - Commitment beyond own/personal self-interest Humility - Awareness of own limitations and openness to differing perspectives Wisdom - A broad understanding of the way people work/function. Valuing other people’s experience. Knowledge versus wisdom, tomato analogy. Wisdom is having a strong sense of discernment for when to use your knowledge.

Each value intersects and coincides with that of another Function: Rate yourself, or someone you know personally in a leadership position, from 1-10 on how you evaluate yourself interns of these values when you are a leader or not

Transformational Leadership: (Insert image from slides) The most widely researched leadership theory for more than 30 years

The pillars of transformational leadership: Charisma: A sense of vision and purpose that has strong appeal to followers Inspiration: The ability to encourage/motivate others towards higher achievement Intellectual stimulation: The ability to challenge people to overcome problems, making good decisions, strive for constant improvement Individualised consideration: Paying attention to what the follower needs Notes: TL leadership is built on a good foundation of transactional leadership Criticism: - Too idealistic - Ignores negative effects such as narcissism - This style is unethical because it appeals to emotions rather than to actual reason which causes an uneven distribution of power which exploits followers and actually pushes them to forfeit their own best interest - Potential for abuse of power Charismatic Leadership: - Charisma: Compelling attractiveness or charm that can inspire devotion in others - Context: It really depends on the context of your own life and your own personal experience - Norah’s charismatic leaders: Cardi B, inspires devotion to her by empowerment of self. You do you bubu. Criticism: - It doesn’t have to be real - Charisma can be be addictive - Blind leadership where everything in which they do is justified

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Charm is based on emotional manipulation and, as such, it has the ability to trump any rational assessment and bias our views.

CL Within organisational Leadership: - Charismatic leadership in an organisational context is inspirational leadership but probably with a lot less adoration, adulation, hero worship Ethical leadership: Discussion: - Stories of good leaders who go bad - Donald Trump - Stories of good leaders who stay good - CEO of Toms - Stories of bad leaders who turn good - Oskar Schindler (Strong sense of moral conviction) - CEO of Toms...