LEADERSHIP

LEADERSHIP

1. CIPD 2011 - the capacity to influence people by means of attributes +/ behaviours, to achieve a common goal. successful leaders do not behave in identical ways

2. HISTORICAL PERSPECTIVE

   • 19th C - based on military principles of command & control - management is about planning, organising, co-ordination & implementation of strategies, tactics & policies imposed from the top in a rational manner
   • TAYLOR 1991 - scientific management - small tasks
   • 1960s - growth of leadership concept, recognise that all managers need to be leaders at some level

3. LEADERSHIP & MANAGEMENT

   • KOTTER 1999 - leaders & managers are different LEADERS - set direction, align people to the vision & motivate them, MANAGERS - plan organise, control & resolve problems
   • HOLLINGSWORTH 2005 STRATEGIC LEADERSHIP - "doing the right thing" creation of org / business strategy, directing resource to the achievement of it. MANAGERIAL LEADERSHIP - "doing things right" creating, maintaining and developing an infrastructure for business operations including the organising of work for other people

4. THEORETICAL FRAMEWORKS

   • TRAITS APPROACH - "great person" theory - characteristics/traits/qualities of successful leaders - magic ingredients - promote those who have this. CRITICISMS - no universally applicable traits, doesn't allow for cultural differences, no women in sample
   • FUNCTIONAL APPROACH - what leaders do - identify main leadership functions & train people to complete them, monitor performance based on required functions. CRITICISMS; neglect strategic aspects, tacit knowledge, no consideration of other factors
   • BEHAVIOURAL CATEGORY APPRAOCH - impact of leaders on their direct reports, not just what do but how do it - care about both people and production
   • LEADERSHIP STYLES APPRAOCH - managers power in decision making is a continuum of autocratic & democratic styles CRITICISM - simplistic, negates strategic aspects of management, need to be both in differing situations
   • SITUATIONAL (CONTINGENCY) APPROACH - managers use varying styles depending on circumstances: HERSEY & BLANCHARD 2001 telling, selling, participating, delegating
   • TRANSACTIONAL LEADERSHIP - use position, power and legitimate authority to get tasks done, capacity to negotiate with rewards
   • TRANSFORMATIONAL LEADERSHIP - limited position, power and authority, have to motivate people to get tasks done, create commitment

5. THE RESEARCH AGENDA - LATEST THINKING

   • leading in an increasingly competitive environment - MacLeod & Clarke authentic leadership is needed - drives engagement. Virtual orgs and e-leadership "tele-presence". Globalisation & org leadership - LMX theory, convergence v divergence. The dark side - financial crash, economic downturn, risk-taking
   • CIPD VIEWPOINT - 2008 research - impact of 2 "seismic shocks" of new millennium (9/11 and EMRON collapse) meant move away from charismatic, inspirational leadership to humility & consideration
     • since 2008 world & org context has undergone major change due to; expenses scandal, worldwide recession, coalition government in the UK, social media, phone hacking scandal, mergers & acquisitions, restructures, redundancy, downsizing, focus on engagement
   • Why is leadership important? - GILBERTSON ET AL 2009 leaders within orgs effect the dynamics, culture & values of the org, leadership is crucial for developing high-performance workforces (i.e Purcell's black box), Leadership & engaging managers 2/4 drivers for engagement (MacLeod & Clarke 2009)
   • NEW DIRECTION ON ACADEMIC LITERATURE
     • RELATIONAL LEADERSHIP - focus on relationship between manager & direct reports
       • LMX - degree of emotional support & exchange of valued resource between leader & team member
       • SOCIAL COGNITIVE PERSPECTIVE - leaders are defined by people who work for them
       • SHARED LEADERSHIP - share power across team
       • ENGAGING LEADERSHIP - managers need to engage those who work for them
     • VALUES BASED LEADERSHIP - characteristics of leaders, their self-awareness & ethics system
       • ETHICAL LEADERSHIP - fair & balanced leadership, rational decision making
       • AUTHENTIC LEADERSHIP - those who are aware of how they think & behave, operate in positive, confident & resilient way - have good morals
     • CONTEXTUAL LEADERSHIP - importance of the environment & systems within which the leader operates
       • DISTRIBUTED LEADERSHIP - delegated to different parts/levels of the team
       • CONTEXT IN TERMS OF DIVERSITY - GLOBE 2004 - studied leadership in over 62 different cultures, some situations handled the same, some very different