Leadership and its styles

Question 1

What does Senge(1990) say about leadership roles in a learning organisation?

Answer 1

Designer - Shape the org’s structure, process, system, and culture. Create a favourable environment to promote learning and growth. Often overlooked
Steward - (Guardian and Advocate of the ‘purpose story’)Ensure the organisation’s long-term health and sustainability. Ensure alignment of shared values.
Teacher - Help team members develop new skills, knowledge, and understanding. (Facilitate learning opportunities)

Question 2

What is situational leadership?

Answer 2

The leader adapts their leadership style based on the current work environment and needs of a team.
◊ Flexible
◊ Hersey and Blanchard (1969)
◊ No right style
◊ Effective leaders are versatile. But need to understand that people have a preferred style.

Question 3

What are the behaviours of leaders described by Hersey and Blanchard, in situational leadership?

Answer 3

Directing - Define roles, and tasks. Make decisions. Supervise them closely. Communication 1 way.

Delegating - Involves in decisions and solving problems, but followers have control. Followers decide ‘when’ & ‘how’ the leader will be involved.

Coaching - Define roles and tasks, but ask for followers’ thoughts and suggestions. Communication 2 way.

Supporting - Delegate daily decisions to followers (Task allocation and Processes). Leaders guide and participate in making decisions, but followers have control.

Question 4

What is transformational leadership?

Answer 4

Empowers and motivates people to achieve positive changes within an organisation or group.

Question 5

What do transformational leaders do?

Answer 5

Make the followers have better self-confidence and perform higher.
Also, help them by creating growth opportunities, and showing trust and respect for them as individuals.

Question 6

What is transformational leadership based on?

Answer 6

Intrinsic motivation

Question 7

Why is transformational leadership based on Intrinsic motivation?

Answer 7

• Shared vision
• Strong commitment
• Affiliation with org success

Question 8

What are transformational leaders describe as?

Answer 8

Charismatic

Question 9

Apart from charismatic, what are the 2 other important abilities that transformational leaders possess?

Answer 9

i. Give followers individual attention. (Delegate work, open communication, 1on1 mentoring, give more responsibility)
Are intellectually stimulating. (Make followers know about problems and their potential solutions)

Question 10

What is delayering in an organisation?

Answer 10

Removing a management layer, typically in the middle management.
- Flatter Organizational Structure (Responsibility, accountability, delegation, trust, supervision, employee empowerment)

Authoritarian to progressive leadership style

Question 11

3. What are Corporate clusters, described by Quinn Mills (1991)?

Answer 11

A semi-permanent collaboration between individuals from different fields.

Question 12

What are the 2 leadership styles that take place in a cluster, as described by Quinn Mills (1991)? (Who is in charge of a cluster?)

Answer 12

• Within the cluster, members gather to assess the quality of their work, evaluate their teamwork, make decisions, determine the direction, and take disciplinary measures when needed.
• Leaders in the group are given authority by others to provide supervision, direction, and discipline, regardless of their position in the hierarchy.

Question 13

4. What is a self-managing team?

Answer 13

It is a group of people where they take full responsibility for whatever project and task they do, with no supervision of a manager or leader.
Popular in the 1990s.

Question 14

What does Dumaine (1990) also called ‘Self-managing teams’?

Answer 14

Cross-functional teams, High performance teams and ‘superteams’

Question 15

What company uses self-managing teams and why does the CEO use them?

Answer 15

• Microsoft
  Maintain a small company atmosphere and that every employee must believe that they can make a difference.

Question 16

What is the disadvantage of self-managing teams?

Answer 16

No unanimous agreement on this concept, even if it has several benefits

Question 17

Why is leadership important?

Answer 17

• Reduce employee dissatisfaction.
• Delegation and empowerment & leaders-follower relationship is reciprocal + 2-way process=influence both individual and organisational performance. (Good Leadership)
• A dynamic process
• (Relates to motivation, interpersonal behaviour, and process of communication)

Question 18

What does Lord Sieff say about the importance of Leadership and what does it focus on?

Answer 18

Important at all company levels, focusing on moral and intellectual abilities to envision and work for the company’s best interests.
Effective - Has to be seen in action

Question 19

Compared to before, what are the managers considered as now (By Sir Paul Judge)?

Answer 19

• As leaders of their depts.
  Human relation part is more important than their specialised knowledge. (Even if it is important too.)

Question 20

What is the changing nature of management?

Answer 20

From getting results (via close control of workforce) to an environment of coaching, support and empowerment.
Flatter structure & acknowledge the efficient use of HR
Advance in social democracy
Effective change leadership is the key to changing people’s p.o.v from seeing change as a threat to seeing it as an exciting challenge.

Question 21

What are the new 6 leadership roles in a learning organisation that Marquardt’s talks about?

Answer 21

▪ Instructor, Coach, and Mentor
▪ Knowledge manager
▪ Co-learner and model for learning
▪ Architect and Designer
▪ Co-ordinator
▪ Advocate and Champion

Question 22

Explain the 6 leadership roles by Marquardt in detail.

Answer 22

• 3 distinct aspects of a leader’s role. Acknowledge - different learning situations, and different learners, need different styles of help from the ‘teacher’.
• Must act as knowledge managers, motivating and assisting colleagues in the collection, storage, and distribution of knowledge within and outside the unit.
• Must be passionate learners, encouraging and motivating employees to improve their skills. They can identify appropriate learning resources by visiting Learning Centres.
• Important in designing new techniques, structures, processes, and implementing policies, strategies, and principles for a learning organisation.
• Compares the role of a co-ordinator to a conductor in an orchestra, a leader in a learning organization, or a coach in a football team.
• An extension of co-learner roles, with top management being the most likely advocate, resulting in faster and more successful learning.

Question 23

What is charismatic leadership?

Answer 23

A leader who uses his or her communication skills, persuasiveness, and charm to influence others.

Question 24

What are charismatic leaders good at?

Answer 24

Communication, taking calculated risks, are task-oriented

Question 25

What are the 4 approaches in Charismatic leadership to inspire motivation?

Answer 25

• Change how followers view work’s nature (Work)
  
  • Present an attractive vision for the future (Vision)
  • Develop a strong sense of unity among followers (Unity)
  • Boost both individual and collective self-confidence (Self-confidence)

Question 26

What are some examples of Charismatic leaders?

Answer 26

Ronald Reagan, Barack Obama, Martin Luther King Jr, Fidel Castro

Question 27

Are Charismatic Leaders Born or Made?

Answer 27

• Research on twins shows that they display similar scores in charismatic leadership, even if they were raised apart.
• This suggests that charismatic leaders are outgoing, confident, and focused on success.
  Expert - People can train to show charismatic behaviours.

Question 28

What is the 3-steps approach that a group of writers suggests to develop have charismatic traits?

Answer 28

• Cultivate charm through a positive attitude and communicate through body language. (Attitude)
• Attract others through connection. (Connection)
• Unlock followers’ potential through emotional connection. (Emotions)

Question 29

What are the effects of Charismatic Leadership?

Answer 29

• Boosts performance, satisfaction, and profitability in various contexts, (particularly in political, religious, wartime, or business crises) attracting emotional stimulation and increased employee engagement.

Question 30

What is the 4 steps procedure of how Charismatic Leaders Influence Followers?

Answer 30

1. Communicate an appealing vision. (long-term strategies connecting the present to a better future, time- and circumstance-appropriate, and represent the organization’s individuality.) (Steve Jobs praised Apple’s iPod for embodying the company’s uniqueness and its dedication to a challenging yet achievable vision.)
2. A vision is incomplete without a supporting vision statement. (To develop purpose, direction, and self-esteem in their followers by establishing high-performance goals and encouraging them to meet them. )
3. Through actions and words, the leader communicates a new set of values and provides an example for followers to imitate. (A study on Israeli bank employees found that charismatic CEOs are more effective due to their staff’s identification, team spirit, and mutual support.)
4. Engages in emotional and often unusual behaviour. (Followers “catch” the feelings that their leader is expressing.)

Question 31

Does Effective Charismatic Leadership Depend on the Situation?

Answer 31

Top executives set the vision, difficult for lower-level managers to show charismatic leadership.
People - more open to it during crises, stress, or fear = reduces stress and makes work more meaningful.
Individuals with low self-esteem follow leaders’ direction.

Question 32

What is the dark side of Charismatic leadership?

Answer 32

• Companies sought charismatic CEOs, who received luxury perks and negotiated higher salaries, despite average performance, thanks to extensive freedom and resources provided by Boards of Directors.
• But, C.L prioritise personal goals = Company suffers
• Though effective, not always ideal
• Success = Depends on the situation and their vision.
• Some charismatic leaders have successfully convinced their followers to follow a disastrous vision.

Question 33

What are some Charismatic leaders who have used this style of leadership horribly?

Answer 33

Hitler, Jim Jones, Fidel Castro