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Summary Chapter 13 - Leadership
- Instelling
- Hogeschool Van Amsterdam (HvA)
My Chapter 13 notes about Leadership
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Chapter 13 – LeadershipContemporary Leadship
The concept of what is appropriate leadership should evolve as the needs of organizations
change. That is, the environmental context in which leadership is practiced, influences which
approach might be most effective, as well as what types of leaders are most admired by
society. There are 4 main approaches to leadership that are arguably still in synchronization
with leaders today. Collins’ level 5 Leadership theories, servant leadership, authentic
leadership, and interactive leadership.
A servant leader transcends self-interest to serve others, the organization and society.
Marilyn Nelson said, “to be a true leader, you must subordinate your own emotions, your
own desires, even make decisions on behalf of the whole that might conflict with what you
would do on an individual basis. In organizations, true servant leaders operate on two levels:
for the fulfillment of their subordinates’ goals and needs, and for the realization of the larger
purpose or mission of their organization. Servant leaders are altruistic, sharing power, ideas,
information, recognition, credit for accomplishments, even money.
Authentic Leadership refers to individuals who know and understand themselves, who
espouse and act consistent with higher-order ethical values, and who empower and inspire
others with their openness and authenticity. Authentic leaders inspire trust and commitment
because they respect diverse viewpoints, encourage collaboration, and help others learn,
grow and develop as leaders. Key characteristics of authentic leaders:
● Authentic leaders pursue their purpose with passion.
● Authentic leaders practice solid values
● Authentic leaders lead with their hearts as well as their heads
● Authentic leaders establish connected relationships.
● Authentic leaders demonstrate self-discipline.
From Management to Leadership
Good management is essential in organizations, yet managers have to be leaders too
because distinctive qualities are associated with management and leadership that provide
different strengths for the organization. “Management organizes the production and supply of
fish to people, whereas leadership teaches and motivates people to fish. Organizations need
both types of skills.”
Manager Qualities Leader Qualities
Focus on the Organization Focus on People
● Rational ● Visionary
● Maintains stability ● Promotes change
● Assigns tasks ● Defines purpose
● Organizes ● Nurtures
● Analyzes ● Innovate
● Position Power ● Personal Power
Leadership cannot replace management; it should be in addition to management. Good
management is needed to help the organization meet the current commitment, while good
leadership is needed to move the organization into the future. Leadership’s power comes
, from being built on the foundation of a well-managed organization.
Behavioural Approaches
The inability to define effective leadership based solely on traits led to an interest in looking
at the behavior of leaders and how it might contribute to leadership success or failure.
Task Versus People Bias
Two types of behavior that have been identified as applicable to effective leadership in a
variety of situations and time periods are task-oriented behavior and people-oriented
behavior. Many approaches to understanding leadership use meta-categories or broadly
defined behavior categories. Consideration falls in the category of people-oriented behavior
and is the extent to which the leader is mindful of subordinates, respects their ideas and
feelings and establishes mutual trust. Initiating Structure is the degree of task behavior; that
is, the extent to which the leader is task oriented and direct subordinate work activities
towards goal attainment.
Leadership Grid
Country Club Management - Thoughtful attention to the needs of people for satisfying
relationships leads to a comfortable, friendly organization atmosphere and work tempo.
Team Management - Work accomplishment is committed people; interdependence through
a common stake in organization purpose leads to relationships of trust and respect.
Middle-of-the-Road Management - Adequate organization performance is possible through
balancing the necessity to get out work with maintaining the morale of people at a
satisfactory level.
Impoverished Management - Exertion of minimum effort to get required work done is
appropriate to sustain organization membership.
Authority-Compliance - Efficiency in operations results from arranging conditions of work in
such a way that human elements interfere to a minimum degree.
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