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CANS 301 > Lecture 2: Leadership Overview & Keohane > Flashcards

Lecture 2: Leadership Overview & Keohane Flashcards

1
Q

what are the challenges of leadership?

A
  • Representing everyone’s wishes as much as you can
  • Jurisdiction
  • Knowing when to step down
  • Compromise
  • Stereotypes
  • Keeping your weaknesses in check
  • Motivating others
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2
Q

we take leadership for granted until there is:

A
  • Failure of leadership
  • Absence of leadership
  • Lack of leadership
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3
Q

Nannerl Keohane

A
  • A leading political theorist, the first woman president of Duke University, and former president of Wellesley College
  • Examines what leaders do, how and why they do it, and the challenges they face
  • Provides a useful set of considerations for understanding and assessing leadership
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4
Q

Keohane argues that leadership:

A
  • Occurs in many contexts
  • Has some relationship with power, but not a synonym for holding power
  • Involves exercising authority, but not necessarily formal authority
  • Can be performed in a variety of ways, from the admirable to the deplorable
  • Central to almost all collective social activity
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5
Q

Joseph Rost

A

argues that leadership as we know it is a 20th-century concept as the word itself did not appear in dictionaries until the 19th-century

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6
Q

counterarguments to Rost’s notion of leadership

A

many ancient and modern languages have words that can easily be translated as leadership or some synonym

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7
Q

leadership and context

A

the character of leadership can vary significantly with context

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8
Q

family resemblances and leadership

A
  • Keohane employs Ludwig Wittgenstein’s idea of family resemblances when discussing leadership in a different context
  • It allows for “meaningful general statements about leadership as an aspect of human social life”
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9
Q

Kehone’s two parts of leadership

A
  1. Putting forward ideas for accomplishing group goals
  2. Bringing together members of the group to act on these suggestions
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10
Q

Leaders must:

A
  • Make decisions
  • Devise and implement strategies
  • Compromise to achieve goals
  • Listen to proposals or petitions from others
  • Adjudicate conflict
  • Assemble resources and deploy incentives
  • Give voice to vision
  • Seek counsel and issue statements
  • Take stands
  • Persuade, require, or force
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11
Q

Max Weber

A
  • Famous 19th-century German sociologist
  • Argued for the distinction between power, authority, leadership, and legitimacy
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12
Q

Weber on leadership

A

Leadership requires the use of power but is also limited by existing power structure and relations (the institutional context)

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13
Q

Weber on power

A

the probability that one actor within a social relationship will be able to carry out his actions without resistance

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14
Q

Weber on authority

A

the probability that a command given within a specific context will be obeyed by a given group of people

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15
Q

examples of contextual factors

A

culture, geography, history, etc.

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16
Q

three leadership styles

A
  • founders
  • fixers
  • sustainers
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17
Q

founders

A

establish new organizations

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18
Q

fixers

A

repair or radically transform existing institutions

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19
Q

sustainers

A

develop or sustain existing institutions

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20
Q

public vs. private leadership

A

Private leadership is more concerned with making a profit

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21
Q

James MacGregor Burns’ evaluation of leadership

A
  • Leaders vs. power wielders
  • Bad leadership implies no leadership
22
Q

Joseph Nye’s evaluation of leadership

A
  • Good = effective or morally admirable
  • Bad= incompetent or evil
23
Q

Barbara Kellerman and Jean Lipman-Blumen’s evaluation of leadership

A

argue for complexity

24
Q

James MacGregor Burns on transforming leadership

A
  • transforming leadership involves values
  • Leadership that provides higher levels of motivation and morality
25
Q

Sidney Hook on transforming leadership

A
  • Event-making = transformative without the moral uplift
  • Juxtaposes event-making with eventful leadership
26
Q

Keohane on the relationship between leaders and followers

A
  • Followers define what is possible for a leader
  • They provide opportunity by silence or acquiescence and set limits to what is feasible by strong negative reactions
  • They may also become resisters, withdrawing their support
27
Q

Barbara Kellerman on the relationship between leaders and followers

A

followers are subordinates who have less power, authority, and influence than their superiors and who therefore usually, but not invariably, fall into line

28
Q

The spectrum of followership (Kellerman)

A

the isolate, bystander, participant, activist, and diehard

29
Q

followers and the complexity of organizations

A

Typologies of followers differ according to their place in complex organizations

30
Q

Burns’ concentric rings model

A
  • Secondary, tertiary, and even “lower” leadership at most levels
  • Leaders often oversee leaders of smaller units
  • Leadership is thus multilayered
31
Q

leadership across situations

A
  • One can be a follower and a leader
  • Furthermore, the difference between leaders and followers can be especially hard to define in a democracy
  • Few of us are leaders or followers in every situation
32
Q

what distinguishes leadership from followership? (Keohane)

A

A persistent asymmetry of influence between leaders and their followers, so that leaders affect or shape the behaviour of followers to a greater degree than followers affect or shape the behaviour of their leaders

33
Q

Kenneth Janda on how leaders get accepted by followers

A

group members identify a leader’s behaviour with the group goal and thus have the right to prescribe behaviour patterns for them concerning their activities as group members

34
Q

informal leadership

A

personality, abilities, resources, special knowledge, etc.

35
Q

formal leadership

A
  • A position in a formal structure or formal status by a legitimizing agent
  • This is often understood in terms of authority
36
Q

coercion and leadership

A

Neither coercion nor persuasion is needed when one has authority

37
Q

three types of legitimate authority (Weber)

A

rational, traditional, and charisma

38
Q

rational authority

A

rests on the belief in the legality of patterns of normative rules and the right of those elevated to authority under such rules to issue commands

39
Q

traditional authority

A

ancient recognition, traditional dominance, or habitual orientation

40
Q

charismatic authority

A

a certain quality of an individual personality by virtue of which he is set apart from followers as endowed with supernatural superhuman, or at least specifically exceptional powers or qualities

41
Q

leadership as a figurative pyramid

A

below a top leader are other leaders, responsible to the top leader but also charged with leading others

42
Q

leadership as a flotilla

A

leadership is needed on each ship and an overall leader whose job it is to make sure everyone stays on course

43
Q

two key elements to leadership

A
  • reciprocity
  • selection of subordinates
44
Q

leadership as relational

A

The actions and decisions of leaders are shaped by the actual and anticipated reactions and preferences of followers

45
Q

relational leadership in a democracy

A

This is particularly true in a democracy, where leaders are chosen by the followers and charged with carrying out their will

46
Q

following

A

joining with the leader, whether through offering energy or ideas or by simply going along

47
Q

resisting

A

resisting the course determined by the leader

48
Q

government

A

leaders who are in power at any particular time

49
Q

state

A

the formal constitutional regime that provides the framework for the leadership

50
Q

resistance activities across situations

A

There is a spectrum of resistance activities

CANS 301 (21 decks)

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