MGMT20001 Chapter Notes - Chapter 12: Assertiveness, Individualism, Work Unit
25 May 2018
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Use communication skills, rewards and other resources to energise the collective towards
the achievement of challenging objectives
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Leaders motivate others through persuasion and other influence tactics
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Arrange the work environment so employees can achieve organisational objectives more
easily
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Leaders are enablers
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Leadership is about influencing, motivating and enabling others to contribute towards the effectiveness
and success of the organisations of which they are members
Shared leadership:
Share leadership is the view that leadership is a role, not a position assigned to one person, such that
people within the team and organisation lead each other
Flourishes in organisations where formal leaders are willing to delegate power and encourage
employees to take initiative and risks without fear of failure
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Calls for a collaborative culture
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Lacks formal authority so it operate best when employees learn to influence others through their
enthusiasm, logical analysis and involvement of co
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workers in their idea or vision
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Shared leadership typically supplements formal leadership
Leadership
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Transformational leadership is a leadership perspective that explains how leaders change teams or
organisations by creating, communicating and modelling a vision for the organisation or work unit and
inspiring employees to strive for that vision
Most popular leadership perspective today
Create, communicate and model a shared vision
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Encourage experimentation
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Build commitment in followers to strive for the vision
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View that leaders are change agents
A vision is a positive representation of a future state that energises and unifies employees
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May be created by the leader or formed by employees or other stakeholders and adopted
and championed by the formal leader
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Refers to an idealised future state with a higher purpose, associated with personal
values that fulfil the needs of multiple stakeholders
Meaningful and appealing to employees, which energises them to strive for that ideal
Challenging
It isn't possible to detail what the vision looks like
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Remain stable over time, whilst also being sufficiently flexible
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Abstract
Unifying as it bonds employees and other stakeholders together
Features of an effective strategic vision
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Communicate the vision with carefully chosen phrases and with sincerity, passion and
optimism, maybe with symbols, metaphors, stories and other vehicles that transcend plain
language
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Develop and communicate a strategic vision
1.
Leaders enact the vision through significant events and ensuring that daily activities are
consistent with the vision and its underlying values
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Important because it legitimises and demonstrates what the vision looks like in practice
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Builds employee trust in the leader
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Model the vision
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Encourage employees to question current practices and to experiment with new ways that
are potentially more consistent with the visionary future state
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Support a learning orientation
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Encourage experimentation
3.
Words, symbols and stories build a contagious enthusiasm that energies people to adopt the
vision
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Demonstrate a 'can
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do' attitude by enacting and behaving consistently with the vision
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Persistence and consistency reflect an image of honesty, trust and integrity
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Encouraging experimentation so change is a collective activity
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Build commitment through rewards, recognition and celebrations
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Build commitment to the vision
4.
Four elements represent the core concepts of this leadership perspective:
Charisma:
Some models include charisma as an element of transformational leadership
The emerging view is that charisma is distinct from transformational leadership
Charismatic leadership tends to produce dependent followers
Charismatic leaders may become intoxicated by their power, leading to greater focus on self
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interest
Traits of charismatics are also associated with narcissism
Transformational Leadership Perspective
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Traits of charismatics are also associated with narcissism
More satisfied
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Higher affective organisational commitment under transformational leaders
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Perform better
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Engage in more organisational citizenship behaviours
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Make better or more creative decisions
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Increase in organisational commitment and financial performance
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Advantages of the transformational leadership perspective:
Some models engage in circular logic
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define and measure by its effects on employees and then
report it is effective because it inspires employees
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Some theories combine leader behaviours with personal characteristics
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Usually described as a universal concept, but it is more valuable in some situations than others
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Challenges of the transformational leadership perspective:
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