Week 3 AND 4 - Transformational Leadership / Adaptive Leadership Flashcards
Transactional leadership
management by exception: low-mid efficiency low-mid engagement, contingent rewards and goals
transformational
motivations and stimulation influencing: high efficiency high engagement
The Five Behaviours of Transformational leadership
inspiritantional motivation, idealized influence, intellectrual stimulation and individualized consideration
Pseudo Transformational Leadership
Leader who are self consumed exploitative and power oriented with warped moral values
Bennis and Nanus Common Strategies
clear vision, social architect, creating trust, creative deploment of self
Kouzes and Posner Practices
Model the way
Inspire a shared vision
Challenge the process: challenge status quo
Enable others to act
Encourage the heart
Effects of Charismatic Leadership
Personality characteristics: dominant, desire to influence, self confident, strong moral values
Behaviours: sets a strong role model, shows competence, articulates goals, communicates high expectations, expresses confidence, arouses motives
Effects on followers: trusts in leader’s ideology, belief similarity between leader and follower, unquestioning acceptance, affection toward leader, obedience, identification with leader, emotional involvement, heightened goals, increased confidence
Vision Aspects
mission + strategy + culture
Adaptive Leadership:
learning how to be effective in a changing environment with a special emphasis on values and meaning making
Adaptive challenges
have unknown solutions
That can only be dealt with through changes in people’s priorities beliefs, habits, and loyalties
technical leaders
Provide problems, definitions, and solutions
Protect from external threat
Orient people to current roles
Restore order
Maintain norms
adaptive leaders
Identify adaptive challenges and frame key questions and issues
Disclose external threat
Resists orienting people to new roles too quickly, exposing conflict or letting it merge
Challenge norms and let them be challenged
Kotter’s 8 steps to transform an organization
Establish a sense of urgency
Form a powerful guiding coalition
Create a vision
Communicate the vision
Empower others to act on the vision
Plan for and create short term wins
Consolidate improvements and produce more change
Institutionalize new approaches
Archetype 1
Archetype 1 gap between a spouse values and Behavior: when an organization espouses or claims to adhere to values that aren’t actually in reality
archetype 2
competing commitments: when an organization has numerous commitments and some come into conflict with each other
archetype 3
speaking the Unspeakable: sacred cow or elephant in the room occurs when there are radical ideas unpopular issues or conflicting perspectives that people don’t dare to address because it’s controversial
archetype 4
work avoidance: situation where people avoid addressing difficult issues by staying within their comfort zone
