These are the articles from the 2 tutorials of Public Managers and Leadership from the year . The summaries are short, clear, and the conceptual models are explained. This summary is in English. (Note, sometimes the first paragraph of the summary is an abstract summary and then begins the 'normal' ...
Samenvatting artikelen Publieke Managers en Leiderschap
Week 5
Mumford, Campion and Morgeson (2007)
The leadership skills strataplex: Leadership skill requirements across
organizational levels
In this study, leadership skill requirements are conceptualized as being layered (strata)
and segmented (plex) so strataplex. This study proposes a model made up of four
categories of leadership skill requirements:
- Cognitive skills
o investigating, monitoring, information gathering
- Interpersonal skills
o negotiating, leader, social judgement, people orientation
- Business skills
o coordination, staffing, allocating resources
- Strategic skills
o planning, evaluating, spokesperson, problem solving
Findings support the ‘plex’ element of the model through the emergence of the four
leadership skill requirement categories. Findings also support the ‘strata’ portion of the
model, because different skill requirements emerge at different organizational levels.
Jobs at higher levels require all skills.
In addition, certain cognitive skills are important across organization levels, and
certain strategic skills only fully emerge at the highest level in the organization.
, This is the leadership strataplex. Cognitive skills are the foundation of leadership skills
requirements. Interpersonal is about social skills, interacting and influencing others.
Business skills is about managing resources and so on. Strategic skills are conceptual
skills to understand and deal with complexity and ambiguity.
They are hypothesised and found to be empirically distinguishable, so these
differences exist in real life. It is theorized that cognitive skills are needed the most,
followed by interpersonal, business and strategic in that order. This is partly because
each skills needs the ones underneath it; with interpersonal skills, you need cognitive
skills i.e. ability to gather information.
Furthermore, jobs at higher strata (levels) will also require those skills of
the lower strata. So mid-level would need business skills of both low and mid-level.
Also cognitive and interpersonal skills are more important than business and strategic.
Lastly, although all 4 skills are required at all levels, it is theorized that the
relative importance is different at different levels. So lower level job needs a lot of
cognitive and a bit of strategic, while high level job needs as much strategic as
cognitive skill, because strategic skills are more important at that level. This is
especially true for business and strategic.
DeRue and Ashford (2010)
Who will lead and who will follow? A social process of leadership identity
construction in organization
We propose that a leadership identity is co-constructed in organizations when
individuals claim and grant leader and follower identities in their social interactions.
Through this claiming-granting process, individuals internalize an identity as leader or
follower, and those identities become relationally recognized through reciprocal role
adoption and collectively endorsed within the organizational context. We specify the
dynamic nature of this process and antecedents to claiming and granting.
Leadership identity is not the same as formal leadership. By equating "leaders" with
those holding supervisory positions and "followers" with those reporting to others in an
organization, the leadership literature and the emerging literature on followership both
underplay the socially constructed and reciprocal relationship between leaders and
followers. Leadership is two-dimensional and dynamic.
Leadership is identity on three levels:
- Individual internalizations, so seeing yourself as a leader
- Relational recognition, so others recognize you as a leader
- Collective endorsement, so the broader social environment sees you as part of
the ‘leader’ group, like a high-level manager
If identities are inherently social and both leader and follower identities are available to
anyone, then the process by which certain people become socially constructed as
leaders, and other people as followers, is important to understand.
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