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THEORY OFLEADERSHIPAs imagined by Rory Slatko
Rory Slatko
WHO THE IS THIS GUY?
Studying PoliSciJunior in SPAProud Delawarean
Is mythology the story of heroes……or of leaders?
…and what is history but the study of leaders?
JOURNEYOur framework for thinking about leadership
Word Association
Which one is a maluma, and which one is a takete?
“all seagulls look as though their name were Emma.”
Who is a leader to you?
Why?
“…we know all too much about our leaders, but far too little about leadership.”But how much do we really know about our leaders?
As it turns out, we don’t naturally know a whole lot.
ILT aka Implicit
Theories
Sensitivity
Dedication
Tyranny
Charisma
Attractiveness
Masculinity
Intelligence
Strength
How do you think about leadership?
“LEAD”“LEADER”“LEADERSHIP”Etymological Plot Twist A lot of words that mean “to guide, to cause to go with one, etc…”
Are we able to define leadership?
What does it mean to have a theory?
A set of assumptions from which we derive hypotheses that explain the relationship among two or more concepts.TH
EORY
?
“The only definition of a LEADER is someone who has followers.” - Peter Drucker
“LEADERSHIP is the capacity to translate vision into reality.” - Warren Bennis
“As we look ahead into the next century, LEADERS will be those who empower others.” - Bill Gates
“LEADERSHIP is influence – nothing more, nothing less.” - John Maxwell
Sh*t people say about leadership
THEORYThe evolution of thinking about leadership
LAO-TZUTao Te Ching“Enlightened leadership is service, not
selflishness. The leader grows more and lasts longer by placing the well-being of all
above the well-being of self alone.”
600 BC
PLATOThe Republic“Until philosophers are kings, or the kings
and princes of this world have the spirit and power of philosophy…cities will never
have rest from their evils.”
380 BC
ARISTOTLEPolitics“But since…kings have no marked
superiority over their subjects…it is obviously necessary on many grounds that all the citizens alike should take their turn
of governing and being governed.”
350 BC
MACHIAVELLIThe Prince“He must therefore keep his mind ready to
shift as the winds and tides of Fortune turn, and…he ought not to quit good
courses if he can help it, but should know how to follow evil courses if he must.”
1532
CARLYLEThe Hero As King“We come now to the last form of
Heroism; that which we call Kingship. The commander over Men…may be reckoned
the most important of Great Men.”
Mid-1800s
DU BOISThe Talented Tenth
“This is the history of human progress; and the two historic mistakes…were the thinking
first that no more could ever rise save the few already risen; or second, that it would better the unrisen to pull the risen down.”
1903
1910-WWII
• Individuals who became leaders were different from followers
• Identification of unique characteristics• Stogdill’s meta-analysis in 1948
dismantled the theory
TRAITS
WWII-1960s
• Lewin et. al. - Autocratic, Democratic, and Laissez-Faire• Later research was less internal and even more basic -
Consideration and Initiation of Structure• Still searching for the “Best” style• McGregory – Theory X and Y; X assumes people are lazy,
uncooperative• Hersey & Blanchard – Situational Leadership, i.e.
matching leadership style and maturity of the follower
BEHAVIOR
1960s-Now
• Fiedler – LPC (Least Preferred Coworker); task and relationship motivated
• More Fiedler: Integration w/ circumstances; leader-member relations, task structure, position power
• Leadership training provides situational control
CONTINGENCY
1960s-Now
• Vroom and Yetton – Normative Decision Theory; autocratic, democratic, group decision-making
• Bass – directive, negotiative, consultative, participative, and delegative; not independent of one another, consistent over time
• House – Path-Goal Theory; subordinate motivation• Griffin – needs, attitudes, and expectations of
followers
CONTINGENCY
1960s-Now
• Follower-centric / relational• Hollander – Leader Legitimation;
idiosyncrasy credit• Graen – Vertical Dyad Linkage model;
unique exchange w/ each subordinate now LMX Theory
TRANSACTIONAL
1960s-Now
• Interpersonal judgments – Tendency to develop causal explanations
• Fundamental attribution error• Green and Mitchell – Leader attribution for
severe outcomes• Calder – ILT distortion• Ayman and Chemers – Benevolent Paternalism
as a combined style
COGNITIVE
1960s-Now
• Berry argues that American psychology is “culture bound” and “culture blind.”
• Generalizability of Euro-American theories• Culture vs. Organizational Forces• Neghandi – Organizational forces are more important• Hofstede – Power distance, Tolerance for uncertainty,
individualism, Masculinity determine organizational structures that will develop
• Aymer and Chemers are back – May yield inaccuracies
CROSS-CULTURAL
1960s-Now
• Transformational Leadership – James MacGregor Burns
• Relational Model of Leadership – Komives, Lucas, & McMahon
• Servant Leadership Theory – Robert Greenleaf• Social Change Model of Leadership
ADDITIONAL
• Focus on goals vs. interpersonal functions• Directive vs. Participative• Degree of control afforded by the
environment• Weakness in leaders and followers as
people• Individual + Group + Organization + Society
COMMONALITIES
CONTEXTS
J. Thomas Wren and Marc J. Swatez
HistoricalContemporaryImmediate
MY JOURNEYHow I came to know what I did not know
As good a starting place as any
Ok. We can only look at that for so long.
“You’ve picked a lonely path.”
“Slow down there, Slatko.”
MY THEORYDistilling my experiences of the world
Leadership is the application of soft power to
influence individuals and groups towards
the achievement of a goal.
Leadership takes place at multiple
levels at any given time,
where-in one situation may
require multiple styles of
leadership.
Leadership is a self-referential
learning process, and happens as much within the self as between
people.
“Know thyself” is merely a pre-requisite to “re-create yourself.”
Leadership and followership are not only related, but one in the same.
“Leadership is the application of soft power to influence individuals and groups towards the achievement of a goal.”
Epistemologically, the leader is the student and the source of knowledge is the followers.
What are you an expert in?
Leadership is a striving for expertise.
“Management is about coping with complexity. Leadership, by contrast, is about coping with change.”
THERE ARE NO GREAT MEN -
THERE ARE ONLY GREAT STUDENTS.