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MGTK721 Becoming a Leader
** Week 1 ** Leadership in the 21st Century
Grint’s (2010) leadership typology breaks down the definition of leadership further ** Understanding Leadership and Management ** ** 1. The Distinction Between Leadership and Management ** Leadership and management are concepts often debated, with scholars and business leaders disagreeing on their definitions. Burns (1978) describes leadership as one of the most observed yet least understood phenomena, while Grint (1995) notes the mysterious nature of management. Fundamentally, managers adhere to predefined organizational goals and targets, while leaders are innovative, forward-thinking, charismatic, and goal-focused. Leadership involves creating shared meaning, influencing change. A leader provides; providing direction, communicating vision, motivating, inspiring, influencing, aligning goals, and producing positive change.
Management, on the other hand, is short-term focused, characterized by structure, control, planning budgets, organizing resources, planning processes, problem-solving, working towards predefined targets, and producing order and consistency. ** 2. The Key Differences ** ** Active engagement ** is a significant difference between leadership and management. Leadership involves sense-making, emotional engagement, dealing with complexity, and driving change. Managers engage in hectic, varied, and reactive work, involving interactions with peers and outsiders, oral communication, disorderly decision processes, and informal planning. While leaders are often visionary and admired, managers are seen as taskmasters responsible for maintaining a steady state within the organization. Leaders motivate innovation and change, while managers focus on processes and draw on legitimate power within the organization. LEADERSHIP is a process. Involves influence over followers, individuals, groups or organisations. Occurs within a group context. Attends to common goals, strategies or plans for the future. LEADERS Are individuals with particular skills, behaviours, personalities and visions. And followers work together, it is a reciprocal process and one cannot exist without the other. And followers need each other. Often initiate and maintain the relationship, as they tend to be in the more powerful position. Are not above or better than followers, they are part of a reciprocal relationship. ** What makes a good leader ** ** 1. Understanding Leadership Attributes Through Time ** The concept of what makes a good leader has evolved over time due to cultural, societal, and increased understanding of the leadership role. ** In 1989 **, John Gardener identified key attributes desired by followers, including physical
** Leadership in the 21st Century ** ** 1. Evolution of Leadership in Modern Times ** Leadership has undergone significant adaptation in response to societal and cultural changes, including globalization and technological advancements. Globalization and technological progress have made the world smaller and more interconnected, shaping the demands placed on leaders. The COVID-19 pandemic highlighted the necessity for leaders to develop advanced skills, particularly in virtual leadership and global teamworking. Mobile technology and social media have transformed communication methods and dynamics, impacting leader-follower relationships. Ethics and innovation have become central to business practices, with leaders setting the tone as role models for organizational behavior. The question of whether leaders are still needed is being raised as researchers critically evaluate the role and implications of leadership in today's world. ** 2. Learning to Lead **
Reflecting on personal experiences and understanding of leadership while evaluating research helps build insights into leadership attributes. Exploring new ideas and theories enhances understanding and allows for the development of individual leadership styles. Practical application of leadership knowledge in real-world scenarios is essential for understanding personal roles and influences as leaders. Continuous improvement is key to becoming better leaders, emphasizing the importance of ongoing learning and development. ** We can always become a better leader ** ** 3. Becoming a Leader and Critical Reflection ** Critical thinking is encouraged to analyze information, question assumptions, and challenge biases. Engagement in critical reflection involves examining new knowledge in relation to existing beliefs and exploring its implications. Recognizing the limitations of theories and concepts is essential, as well as understanding their potential applications beyond initial presentations. Active engagement is crucial for personal growth in the study of leadership, emphasizing the importance of participation and involvement in the learning process. Consideration of research methodologies, contexts, and assumptions is necessary for understanding the broader implications of leadership studies. ** Leadership in Action ** ** 1. Developing Leadership Skills ** Becoming a leader involves understanding leadership, creating a personal leadership style, and building a unique leadership brand. Leadership goes beyond personal power and encompasses practices that encourage productivity, innovation, and commitment to organizational goals. In today's dynamic business landscape, leadership, learning, and training are increasingly vital, especially as organizations transition to new working methods and global environments. Organizational learning is essential to navigate change, uncertainty, and globalization effectively. Leadership is not just a theoretical concept; it is action-oriented. Team-building and
core values. ** Enable: ** Identification of necessary tools, technologies, organizational structures, and people. Focuses on providing the resources and support needed to achieve the envisioned goals. ** Empower: ** Creation of trust and interdependence between leaders and followers. Establishes a culture of empowerment where individuals feel valued, trusted, and encouraged to take initiative. ** Energize: ** Personal leadership drive to energize the entire system. Requires enthusiasm, passion, and authenticity in leadership practice to inspire others to follow suit. Passion fosters authentic leadership, demonstrating care for followers' success alongside personal success. ** 3. Importance of Passion and Authenticity ** Passion is a vital ingredient in effective leadership, driving enthusiasm and setting the tone for others to follow. Authentic leadership involves genuine care for the well-being and success of followers, motivating leaders to work towards collective success. By embodying passion and authenticity, leaders create a positive and motivating work environment conducive to achieving organizational goals. ** Exploring Types of Leadership Styles ** An individual's leadership style is often shaped by their personality, which also affects their power, respect, and effectiveness as a leader. ** Assigned/Formal Leadership ** Assigned or formal leadership is the traditional and well-understood form where an individual holds a clear leadership position, such as a CEO. Assigned leaders typically exhibit overt leadership traits like confidence, motivation, and
results-driven actions. ** Emergent/Informal Leadership ** Emergent leaders arise organically within organizations, often without official titles but gradually assume leadership roles recognized by their peers. These leaders are usually effective personalities for long-term achievement. ** 4. Evolution of Leadership Research ** ** Pre-1950s: Trait-Spotting ** Initial leadership research focused on identifying innate traits associated with effective leadership. Leaders were believed to be born rather than made, with early studies often focusing on male army leaders. ** Pre-1960s: Style-Counselling ** Research began to explore different leadership styles prevalent up to the 1960s. ** 1960s-1980s: Context-Fitting ** Leadership research expanded to examine leadership in various contexts, considering multiple approaches to effective leadership. ** 1980s-1990s: New "Super-Leader" Leadership ** Research identified adaptable leaders capable of adjusting their practices according to different situations and follower needs. ** 1990s-2000s: Distributed Leadership ** Emphasis shifted to exploring the role of followers and group dynamics, advocating for a more distributed leadership approach. ** 2000s-2010s: Questioning Leadership's Role ** Research questioned the necessity of traditional leadership roles in rapidly changing work environments shaped by social and technological shifts. ** 2010s-Present: Understanding Leadership Intelligences ** Psychological approaches are incorporated into leadership research, examining why individuals lead and exploring different types of leadership intelligences.
MGTK721 Becoming a Leader
** Week 2 ** Leadership Theory and Practice
** Introduction to Becoming a Leader ** Understanding leadership requires critical evaluation of key research, theories, and concepts. The field of leadership is complex, with diverse views and constant changes. Leadership research has evolved from trait theory to situational theory but still presents complexity. Perception often arises that we know less as we learn more due to ongoing changes in business, leadership, and the external environment. ** Focus of Leadership Studies ** Traditionally, leadership studies focused on what causes leaders to emerge and be effective rather than on leadership development theory. The emphasis has been on traits, skills, competencies, or contextual analysis related to emergent leadership. This focus sometimes overlooks personal development, centering on the individual leader and their situation. The aim has been to understand leadership, identify common themes of effective teams, groups, or organizations, and deepen knowledge on leadership enactment. ** Evolution of Leadership Theory ** Leadership theory has evolved over time, influenced by changes in society, culture, and expanded research. Our understanding of the role of the leader and the process of leadership has changed. This evolution highlights the relationship and responsibility of the leader to followers and the importance of self-awareness in leadership development. ** Key Points to Remember **
Leadership research is multifaceted, incorporating various theories and perspectives. The field continually evolves with societal and cultural changes and advances in research. Understanding the role of the leader and the process of leadership requires exploring diverse theories and concepts. Personal development and self-awareness are crucial aspects of leadership growth. ** Conclusion ** Leadership theory and practice are dynamic fields with ongoing developments. By critically evaluating key research and theories, we deepen our understanding of leadership and its complexities. Self-awareness and personal development play pivotal roles in effective leadership. Exploring the evolution of leadership theory enhances our comprehension of the leader's role and the dynamics of leadership processes. ** Evolution of Leadership Definitions ** Between 1900-1929, leadership was viewed as control and centralization of power.
Understanding the evolution of leadership definitions and the traits approach provides insights into the complexity of leadership studies. While early theories focused on innate qualities, contemporary research emphasizes the role of followers' perceptions and contextual factors. Continued exploration of leadership through interdisciplinary lenses enhances our understanding of effective leadership practices. ** Traits Theories ** ** Strengths of Trait Theory ** Trait theory posits that leaders possess innate practices that set them apart, putting them on a pedestal. It promotes the belief that leaders are exceptional and provides security to followers, especially in contexts like the military. Follow without question! Years of research support trait theory, lending credibility and acting as confirmation bias. Trait theory offers insight into the relationship between a leader's personality and the leadership process. It provides benchmarks for identifying leadership traits and measuring leadership practices. By assessing traits, managers can gauge their leaders' positions and identify areas for improvement. ** Criticisms of Trait Theory ** Trait theory lacks a definitive list of leadership traits, with different researchers proposing subjective lists influenced by personal bias. It overlooks situational effects on leadership, where leaders may excel in one situation but not in others. The theory neglects the leader-follower relationship and fails to determine if all leadership traits are equally important for different types of followers. Overall, trait theory doesn't provide a solid foundation for leader development and training. ** Key Points to Remember **
Trait theory emphasizes innate qualities of leaders and their impact on leadership effectiveness. While it offers benchmarks for identifying leadership traits, it falls short in addressing situational influences and the leader-follower relationship. Criticisms of trait theory highlight its limitations in providing a comprehensive understanding of leadership. ** Conclusion ** Trait theory has strengths in its focus on innate leadership qualities but faces criticism for its subjective nature and lack of consideration for situational factors. Understanding both the strengths and limitations of trait theory is crucial for developing a comprehensive understanding of leadership. Future research should explore how trait theory can be integrated with other theories to enhance leadership development and training practices. ** Traits Vs Process ** ** Trait Approach **
Examining real-world examples like Shackleton's expedition encourages critical thinking about leadership and its complexities. Leadership research should consider diverse perspectives and the collective effort involved in achieving objectives. ** Skills Approach and Contingency Theory ** ** Skills Approach to Leadership ** The skills approach suggests that leadership abilities can be developed over time through learning and practice. Leadership skills can be categorized into two main types: human skills and conceptual skills. Human skills involve working effectively with people, fostering cooperation, trust, and empowerment. Conceptual skills involve the ability to shape organizational policies, communicate a vision, and devise strategic plans, often necessary in top-level leadership positions. ** Human Skills ** Human skills are vital at all levels of an organization and across various industries. Leaders with human skills understand their own perspectives and those of others, fostering collaboration and achieving common goals. Creating an atmosphere of trust and empowerment among team members is essential for effective leadership. ** Conceptual Skills ** Conceptual skills are crucial for top-level leaders, involving the ability to innovate, strategize, and communicate a vision. Leaders with conceptual skills can shape the meaning of organizational policies and navigate complex issues effectively. ** Contingency Theory **
Contingency Theory, developed by Fielder in the 1960s and expanded by Carnall, emphasizes the importance of situational factors in leadership effectiveness. According to this theory, a leader's influence depends on the situation they face, and their effectiveness is determined by how well their leadership style fits the context. Successful application of Contingency Theory requires a thorough understanding of the leader's style and personality, matched to the appropriate situation. ** Key Points to Remember ** The skills approach emphasizes the development of leadership abilities through learning and practice. Human skills focus on interpersonal relationships and collaboration, while conceptual skills involve strategic thinking and vision communication. Contingency Theory highlights the importance of situational factors in determining leadership effectiveness, emphasizing the need for leaders to adapt their style to fit the context. ** Conclusion ** Understanding leadership skills and their application is crucial for aspiring leaders. Human and conceptual skills play complementary roles in effective leadership across various organizational levels. Contingency Theory underscores the dynamic nature of leadership, emphasizing the importance of situational adaptation for leadership success. Future leaders should focus on developing a diverse skill set and understanding the nuances of leadership within different contexts. ** Style and Behavior Approach ** Leadership effectiveness is not solely determined by innate traits and abilities but also by leadership style. Hersey and Blanchard (1982) proposed that selecting the appropriate leadership style for a given situation is as crucial as possessing leadership traits. This concept originated as Situational Theory in 1969 and emphasizes the importance of adapting leadership style to suit the context. ** Four Leadership Styles **
** Situational Theory ** Situational Theory is a foundational concept in leadership research, emphasizing the importance of adapting leadership style to different situations. Developed in 1969 by Hersey and Blanchard, this theory posits that effective leadership involves choosing the appropriate leadership style based on the demands of the situation. ** Key Concepts **
- ** Adaptive Leadership Style **: According to Situational Theory, leaders must adapt their personal leadership style to meet the needs of different situations.
- ** Assessment of Followers **: Before choosing a leadership approach, leaders must assess the competence and commitment of their followers.
- ** Directive and Supportive Dimensions **: Situational Leadership encompasses both directive (task-oriented) and supportive (relationship-oriented) dimensions.
- ** Four Leadership Behaviors **: The theory proposes four distinct leadership behaviors that leaders can choose from based on follower maturity: Telling: Providing clear direction and instructions. Selling: Persuading and motivating followers to support the task. Participating: Involving followers in decision-making. Delegating: Assigning tasks and giving followers autonomy.
- ** Follower Developmental Level **: Followers' developmental level, defined as a mix of competence and confidence, determines the appropriate leadership behavior.
- ** Adaptation **: A leader's behavior should adapt to changes in a follower's developmental level over time and in different contexts. ** Implications ** Situational Theory highlights the dynamic nature of leadership, emphasizing the need for flexibility and adaptability. Leaders must assess and understand the competence and commitment levels of their
followers to effectively choose the appropriate leadership style. Effective leadership involves finding the right balance between directive and supportive behaviors based on follower maturity. ** Conclusion ** Situational Theory revolutionized leadership understanding by emphasizing the importance of adapting leadership style to different situations. Leaders who can assess follower developmental levels and adjust their behavior accordingly are more likely to achieve success in various contexts. Understanding Situational Theory provides valuable insights into effective leadership practices and enhances leadership effectiveness. ** Strengths of Situational Leadership Theory **
- ** Ongoing Analysis and Adaptation **: Situational leadership requires continuous assessment of followers' situations and adjustment of the leader's behavior accordingly, promoting flexibility and responsiveness.
- ** Marketplace Approval **: Widely perceived as a credible model for training employees to become effective leaders, situational leadership has gained acceptance in various organizational settings.
- ** Practicality **: Situational leadership offers a straightforward approach that is easily understood and applicable across different contexts, enhancing its practical utility.
- ** Prescriptive Value **: The theory provides clear guidelines on effective leadership behaviors in different situations, offering practical insights into what leaders should and should not do.
- ** Leader Flexibility **: Emphasizing the need for leaders to adapt their style based on task requirements and follower needs, situational leadership promotes leader flexibility and adaptability.
- ** Differential Treatment **: Recognizing the unique needs of each follower, situational leadership advocates for differential treatment tailored to individual developmental levels.
