Question 3 Flashcards
reflective thinking
Reflective Thinking and Practice: Process of awareness (of a present issue) -> critical analysis (of the issue, based on past experience and future implications) -> learning (how the issue can be handled in the future)
critical thinking
Critical Thinking: No universal definition, but seven definitional strands have been identified in studies examined by Moore 2013. These strands are – judgement, skepticism, simple originality, sensitive readings, rationality, activist engagement with knowledge, self-reflexivity
McGregor’s Theory X & Theory Y
- How people are treat is often how the behave
- Two fundamental approaches to managing people
- Theory X – a lot of managers in the past and relevant managers in today’s society
- Most people dislike work and want to avoid it
- People require close direction
- People want to avoid responsibility and have little ambition
- Theory Y – is a leadership behaviour such as google/commonwealth bank take on board and therefore, improves productivity
- Work is a natural activity
- People can be self-directed if they are committed to the objective
- Rewards help commitment
- Most employees accept and seek responsibility
- Employees have imagination and creativity
Theory X
• Top down approach – leader is seen as authotarian and micromanagement – tendency to influence a depress culture
• Lots of micromanagement
Theory Y
• Managers use a bottom up approach – management looks at the bottom and have a perspective if the workers. When managers take on that perspective it gives a sense of improvement. Gives the staff empowerment. Managers takes in the thoughts around themselves. Managers like the conductor mentors and guiding the workers
Carrol, 1991
The pyramid of corporate social responsibility
Philanthropic Responsibilities – be a good corporate citizen. Contribute resources to the community; improve quality of life
Ethical Responsibilities - Be ethical obligation to do what is right, just, and fair. Avoid harm
Legal Responsibilities – Obey the law – law is society’s codification of right and wrong. Play by the rules of the game
Economic responsibilities – be profitable – the foundation upon which all others rest
Authentic Leadership Defined
- Intrapersonal Definitions – cantered around Carol’s pyramid of corporate social responsibility
- Leadership based on self-concept and how self- concept relates to actions
- Relies on the life-story of the leader
- Followers need affirm leader’s legitimacy
- Four Authentic Leadership Characteristics
- ALs exhibit genuine leadership – reflecting on our own behaviour to understand our behaviours and emotions for the benefit of workers around yourself
- ALs lead from conviction -
- ALs are originals, not copies
- ALs base their actions on their values
- Developmental definition
- Leadership is something that can be nurtured, and develops over a life time
- Can be triggered by major life events
- Leaders behaviour is grounded in positive psychological and strong ethics
- Four Authentic Leadership components
- Self-awareness
- Internalized moral perspective
- Balanced processing
- Relational transparency
Basic Model of Authentic Leadership and Factors that Influence Authentic Leadership
Basic Model of Authentic Leadership
Four components
• Self-awareness
• Reflecting on one’s core values, identity, emotions and motives
• Being aware of and trusting your own feelings
• Internalized moral perspective
• Self-regulatory process using internal moral standards to guide behaviour
• Balanced processing – has a connection to self-efficacy
• Ability to analyse informational objectively and explore other people’s opinions before making a decision
• Relational transparency
• Being open and honest in presenting one true self to others will help others develop a trustworthiness
Factors that Influence Authentic Leadership antecedent factors • Positive psychological capacities • Confidence/efficacy • Hope • optimism • Resilience • Moral reasoning capacities • Deciding right and wrong • Promoting justice, greater good of the organisation or community
Strengths of Authentic Leadership and Criticisms of Authentic Leadership
Strengths of Authentic Leadership
- Fulfils society’s expressed needs for trustworthy leadership. Fills a void in an uncertain world
- Provides broad guidelines for those who want to become authentic leaders. Both practical and theoretical approaches provide a map.
- Like transformational and servant leadership, Al has an explicit moral dimension
- Unlike traits that only some people habit, everyone can learn to be more authentic
- Can be measured using established instruments (ALQ)
Criticisms of Authentic Leadership
- The theory is still in the formative stages, so some concepts in the practical approaches are not fully developed or substantiated.
- The moral component of AL is not fully explained. It’s unclear how higher values such as justice inform authentic leadership.
- The rational for including positive psychological capacities as a part of AL has been clearly explained by researchers.
- The link between authentic leadership and positive organisational outcomes is unclear. It is also not clear whether AL is sufficient to achieve organisational goals.
The bright and Dark Side of Leadership
- Our romance of leadership and the need for security among other things tend to focus attention on the positive aspects of leadership.
- However, what may be considered positive also has a dark side.
Destructive leadership
- Destructive leadership is seldom absolutely or entirely destructive: there are both good and bad results in most leadership situations
- The process of destructive leadership involves dominance, coercion, and manipulation rather than influence, persuasion, and commitment
- The process of destructive leadership has a selfish orientation; it is focused on the leader’s needs than the needs of the larger social group
- The effects of destructive leadership are outcomes that compromise the quality of life for constituents and detract from the organisation’s mains purposes
- Destructive organisational outcomes are not exclusively the result of destructive leaders, but are also products of susceptible followers and conducive environments
Behavioural theories of leadership
Behavioural theories of leadership
Behavioural dimension conclusion university of Iowa Democratic style: involving subordinates, delegating authority and encouraging participation
Autocratic style: dictating work methods, centralising decision making and limiting participation
Laissez-faire style: giving group freedom to make decisions and complete work Democratic style of leadership was the most effective, although later studies showed mixed results
Ohio state Consideration: being considerate of followers’ ideas and feelings
Initiating structure: structuring work and work relationships to meet job goals High-high leader (high in consideration and high in initiating structure) achieved high subordinate performance and satisfaction, but not in all situations
University of Michigan Employee oriented: emphasised interpersonal relationships and taking care of employee’s needs
Production oriented: emphasised technical or task aspects of job Employee-oriented leaders were associated with high group productivity and higher job satisfaction
Managerial grid Concern for people: measured leader’s concern for subordinates on a scale of 1 to 9 (low to high) Leaders performed best with a 9,9 style (high concern for production and high concern for people)
