Introduction to Leadership Flashcards
Leaders are divinely inspired and thus leaders are born not made. As the dictum gles, “no amount of education, training, or experience could a leader make”
great man theory
Leaders must have traits for people to admire and be recognized as born leaders; Leaders could be made only if they have in-born potential
Trait theory
also known as situational leadership
the contingency theory or transactional approach (1960s)
- Focusing on the relationship between leaders and followers
- Leaders are seen to be more effective if they recognize what followers want from their work and if performance warrants provision for their needs
- Quid pro quo between leader and follower
the contingency theory or transactional approach (1960s)
- Similar to the Great Man Theory except that leaders do not need to be gifted w/ charisma from the gods
- Uses powerful rhetoric, but the leaders’ rhetoric style must fit the culture of the followers and their specific context
the charismatic leadership theory (1970s)
- The leader is the one who visualizes and articulates a realisitc vision of a better future
- Implement major and sweeping organizational changes, leading through adaptive behavior changes
- “Adaptive problems are often systemic problems w/ no ready answers”
transformational theory of leadership (1978)
One of the latest theories on leadership; emphasizes the task of leaders in creating resonance
emotional intelligence
a reservoir of positivity that frees the best in people; primacy of emotions or more specifically emotional intelligence to inspire, arouse passion, and keep people motivated and committed
emotional intelligence
plays an important role in determining what is appropriate/inappropriate leadership; unique conditions of each period of time will call forth different kinds of leaders whether the conditions are abundance or economic hardship, war or peace, technological revolutions or spiritual rebirths
culture
2 key attributes that transcend culture
competence and responsibility
ensures that leaders could be counted upon emotionally as well as professionally to know how things are done correctly
competence
emphasizes trustworthy leaders, exhibiting high levels of integrity in handling matters justly and honestly
responsibility
leadership is equated w/ authority and leaders are expected to serve 5 basic social fx:
a. set direction
b. take charge of controlling conflicts
c. afford protection
d. provide orientation to roles and places
e. ensure maintenance of norms
4 dimensions of leadership
a. structural leaders
b. human development leaders
c. political leaders
d. symbolic leader
- structure, strategy, environment
2. implemetation, experimentation, adaptation
structural leadership
believe in people and communicate that belief
human developmental leaders
they build linkages to other stakeholders
political leaders
discover and communicate a vision and thereby provide inspiration
symbolic leaders
empower, increase participation, collective ownership, support, share info, and move decision making across and down to the organization
human development leaders
view organizations or institutions as a stage or theater to play certain roles and give impressions
symbolic leaders
clarify what agenda, what the leader and constituent members want and what they can get
political leaders
visible and accessible
human development leaders
try to frame experience by providing plausible interpretations of experiences
symbolic leaders
assess the distribution of power and interests
political leaders
core competencies
personal mastery
learning-in-action
service
- Leadership goes beyond competence and skills although it is grounded on competence and skills
- The fundamental challenge of being a leader is the integration of personal power w/ one’s positional power
personal mastery
- The capacity to move back and forth between the field of action and balcony
- It is the pattern of engagement and praxis marked by the iteratlve cycle of action-reflection-action
learning-in-action
2 building blocks of praxis
critical thinking
strategic action
have skills, knowledge, and ability to achieve
competence
make moral choices and the courage to make the right decisions even if it means they sacrifice or give up something
character
do things for a reason or cause larger that themselves
purpose
