Task :1
Discussion: Leadership vs. Management and How Leadership Impacts Decisions in the Digital Space
Chapter 1 Journal articles
Journal Article 1.1: Trumpy, A.J. and Elliott, M. (2019) ‘You lead like a girl: Gender and children’s leadership development’, Sociological Perspectives, 62(3): 346–365.
Journal Article 1.2: Sudha, K.S., Shahnawaz, M. G. and Farhat, A. (2016) ‘Leadership styles, leader’s effectiveness and well-being: Exploring Collective Efficacy as a Mediator’, Vision, 20(2): 111–120.
Chapter 1 Videos
Chapter 1: https://study.sagepub.com/bratton/student-resources/sage-video/chapter-1-the-nature-of-leadership
After completing the reading this week and reviewing the distinction between leadership and management. Then think about this in regard to how senior leaders versus senior managers lead change in an organization (especially when it comes to technical change in an organization).
This week please reflect on these concepts and answer the following questions:
When implementing change in an organization, there are always culture issues that are faced, such as not accepting change, determine how differently this would be handled thinking about the management versus leadership constructs?
When dealing with performing work, how is this implemented differently within the management versus leadership constructs?
Please be sure to answer all of the questions above in the initial post.
Please ensure the initial post and two response posts are substantive. Substantive posts will do at least TWO of the following:
· Ask an interesting, thoughtful question pertaining to the topic
· Expand on the topic, by adding additional thoughtful information
· Answer a question posted by another student in detail
· Share an applicable personal experience
· Provide an outside source
· Make an argument
Task 2:
Week 1 recording:
https://us-lti.bbcollab.com/recording/2d97503099e94e31a61fad3e91113a47
Risk Management and Enterprise Risk Management
By the end of this week, you should be able to:
Introduce the core definitions, components, and principles for all levels of management involved in designing, implementing, and conducting enterprise risk management practices.
Define enterprise risk management and the value that can be provided by an enterprise risk management program.
Explain how various drivers have influenced the development of enterprise risk management.
After reading both articles this week, and any other relevant research you locate, please discuss the following:
Please summarize, in your own words, a description of enterprise risk management. Why do you feel ERM is different from traditional risk management?
Please make your initial post and two response posts substantive. A substantive post will do at least two of the following:
Ask an interesting, thoughtful question pertaining to the topic
Answer a question (in detail) posted by another student or the instructor
Provide extensive additional information on the topic
Explain, define, or analyze the topic in detail
Share an applicable personal experience
Provide an outside source (for example, an article from the UC Library) that applies to the topic, along with additional information about the topic or the source (please cite properly in APA 7)
Make an argument concerning the topic.
At least one scholarly source should be used in the initial discussion thread. Be sure to use information from your readings and other sources from the UC Library. Use proper citations and references in your post.
Task 3 : (4 pages) :
Week 1 – Written Work/ Assignment
This week’s journal article was focused on the Complexity of Information Systems Research in the Digital World. Complexity is increasing as new technologies are emerging every day. This complexity impacts human experiences. Organizations are turning to digitally enabled solutions to assist with the emergence of digitalization.
Please review the article and define the various technologies that are emerging as noted in the article. Note how these emerging technologies are impacting organizations and what organizations can to do to reduce the burden of digitalization.
Be sure to use the UC Library for scholarly research. Google Scholar is also a great source for research. Please be sure that journal articles are peer-reviewed and are published within the last five years.
The paper should meet the following requirements:
3-5 pages in length (not including title page or references)
APA guidelines must be followed. The paper must include a cover page, an introduction, a body with fully developed content, and a conclusion.
A minimum of five peer-reviewed journal articles.
The writing should be clear and concise. Headings should be used to transition thoughts. Don’t forget that the grade also includes the quality of writing.
Note: This written assignment is a REQUIRED ASSIGNMENT it is worth one-hundred (100) points. You are required to answer the questions as stated in the assignment question in order to obtain credit for the assignment by the due date. If you do not complete the assignment by the due date, you will receive a zero (0) for this assignment. There is a grading criterion associated with this assignment. Your work will be compared to other’s work, using SafeAssign for plagiarism, so please note that copying other people’s responses will not be tolerated.
Organizational
Leadership
© John Bratton
Part 1
Contextualising leadership
The nature of leadership
Chapter 1
Learning outcomes
• After completing this chapter, you should be able to:
– Explain the nature of leadership and the apparent
difference between leadership and management
– Explain the essence of classical and contemporary trends
in leadership theories
– Discuss how the trends in leadership theories are
connected to changes in global capitalism competing
theories of organizational design
4
Introduction
• Many of today’s challenges are complex and the public look
upon leaders for solutions or for someone to blame when
crises present themselves.
• With organizational change seems near-constant and
necessitates leadership, this book critically examines the
role of leaders in managing organizational change and
people across different contexts in both private and public
organizations and, in an area which is less frequently
studied, in promoting innovation and pro-environmental
change in the context of managerial rationales, constraints
and opportunities.
5
Defining leadership
• 2000 years ago,
– The first serious attempt to develop a theory of leadership
can be found in Plato’s The Republic (Grint, 1997).
• 16th- century,
– Machiavelli’s The Prince attached great importance to the
role of leaders in shaping societal events.
• Over the centuries,
– Examples illustrating the central role of individual leaders
is repetitively found in English history such as Winston
Churchill in the Second World War.
6
Defining leadership
• This continuous interest in leadership is the very common
assumption that ‘great’ leaders profoundly shape events in
society. Plus, the growth of industrial capitalism give rise in
the studies of organizational leadership.
• 20th century,
– Leadership research is further driven by both the military
and manufacturing demands of two world wars, the
development of the capitalist global economy and the
preoccupation of organizations and government with
competitiveness.
7
Defining leadership
Competing
Definitions of
Organizational
Leadership
Traits / Attributes
Interaction Interaction between specific traits of
one person and other traits of the many, in such a
way that the course of action of the many is
changed by the one (Bogardus, 1934, p. 3).
Behaviour
Leadership may be defined as the
behaviour of an individual while he [sic] is
involved in directing group activities
(Hemphill and Coons, 1957, p. 7).
Leadership… acts by persons which
influence other persons in a shared
direction (Seeman, 1960, p. 53).
Power
Leadership is a particular type of power
relationship characterized by a group member’s
perception that another group member has the
right to prescribe behaviour patterns for the
former regarding his [sic] activity as a member of
a particular group (Janda, 1960, p. 358).
Process
Leadership is the reciprocal process of
mobilizing by persons with certain motives
and values, various economic, political, and
other resources, in a context of competition
and conflict, in order to realize goals
independently or mutually held by both
leaders and followers (Burns, 1978, 425).
Leadership is a formal or informal contextually
rooted and goal-influencing process that
occurs between a leader and a follower,
groups of followers, or institutions (Antonakis
and Day, 2018, 5).
8
Defining leadership
• For the purposes of this book, we use the following
definition:
– Organizational leadership is a process of influencing
within an employment relationship involving ongoing
human interaction with others wherein those others
consent to achieve a goal.
9
Defining leadership
• The definition captures the following information:
– Organizational leadership is a dialectical process (act)
embedded in a context of both cooperation and structural
conflict, which may affect the style of leadership adopted.
Process also implies that a leader affects and is affected
by the ‘psychological contract’, a metaphor for a
perceived set of expectations and understandings
between employees and employers, an important concept
in people management (Rousseau, 1995).
10
Defining leadership
– Leadership is an influencing process occurring both
directly and indirectly among others within formal
employment relations.
– The influence process may involve only a single leader,
such as a CEO, or it may encompass numerous leaders
in the organization.
– It is ultimately concerned with achieving a particular goal,
and goal achievement will be a measure of its
effectiveness.
11
Leadership and management
• Questions like what do managers do and what do leaders
do helps us to understand their roles. A manager therefore
can undertake a diverse range of roles within an
organization. It is important to note here that more than one
individual can perform a leadership role. That is, leadership
can be shared or distributed in the organization. The
opportunity to perform certain roles will depend on the
manager’s position in the organization’s hierarchy, the
nature of the work undertaken and the level of education of
her or his co-workers.
12
Leadership and management
• Role of Managers
– Central to achieving control and decision by mainstream
management literature
– Deal with uncertainties, resistance and conflicts by critical
studies
– Analysing and designing work systems that minimized
skill requirements while maximizing management control
over the workforce by Frederick W. Taylor (1911)
13
Leadership and management
– Classic Fayolian Management Cycle (PDOC) by Henry
Fayol
– Three set of behaviours by Mintzberg (1989)
– Interconnected Three Dimensional Model by Squires
(2001)
– It is also note that critical studies studies have challenged
the universality of managerial behaviour, and have
emphasized the importance of factoring into the analysis
of management diversity: including gender, race, sexuality
and consideration of cultural mores that prevail.
14
Leadership and management
• Roles of Leaders
– Although both ‘managing’ and ‘leading’ can potentially
coexist in the same individual, mainstream leadership
scholars since Zaleznik’s (1977) have argued that
managers and leaders are in fact different and that
leadership and management are different.
15
Leadership and management
Role of Managers Role of Leaders
• Acting as the figurehead • Establishing direction
• Liaising with other managers • Communicating direction
• Developing subordinates • Encouraging emotion
• Planning • Empowering others
• Handling conflicts • Influencing
• Negotiating • Challenging status quo
• Monitoring information • Motivating and inspiring others
• Directing subordinates • Modelling the direction
• Allocating resources • Building a team
• Produces potential predictability • Produces radical change
Based on Hales (1986), Kotter (2012) and Kouzes and Posner (2017).
16
Leadership and management
• Leaders create a vision and the strategy to achieve vs
Managers choose the means to implement the vision
created by the leader.
• Leaders operate at an emotional level, seeking to appeal to
followers’ emotions vs Managers operate logically and value
rationality.
• Leaders encourage empowerment vs Managers encourage
compliance.
• Leadership is a value-laden activity vs Management is not.
17
Leadership and management
• Leaders are change agents associated with ‘episodic’
(Weick and Quinn, 1999) / ‘revolutionary’ (Burke, 2014) /
vuja de (never seen before) (Grint, 2006) vs Managers are
associated with ‘continuous’ or ‘evolutionary’ change / déjà
vu (seen before). Kouzes and Posner (1997), also
mentioned that exemplary leadership entails ‘challenging
the process’.
Bernard Bass (1990) observed that not all managers lead and
not all leaders manage, and an employee, without being a
formal manager, may be a leader.
18
Mapping the changing study of
leadership
• Literatures about what leaders should do – contains
theories for leaders – primarily normative, providing how to
prescriptions for improving leadership effectiveness.
• Literatures about what leaders actually do – contains
theories of leadership – primarily analytical, directed at
better understanding leadership processes, explaining why
they vary in different circumstances and the ‘platforms’
(ship) that leaders create to enable others to act as leaders
(Antonacopulou and Bento, 2011; Dinh et al. 2014; Ford,
2015)
19
Mapping the changing study of
leadership
• 5 Major Categories of Leadership Research (Bryman, 1996)
– Trait
– Behaviour
– Contingency
– Charismatic/Transformative
– Shared/Distributed
20
• The trajectory of leadership theory is not linear, but, rather,
follows endless swings between leader-centric and follower-
centric models often based on new thinking about work
design and organizational change. Thus, theories of
leadership and disruptive organizational change are
inseparably intertwined (Parry, 2011).
– Leader-centred perspectives
– Contingency and situational perspectives
– Follower-centric perspectives
Mapping the changing study of
leadership
21
Critical leadership studies (CLS)
• It has always been the case of assuming functionalist approach to
leading people as functionalism assumes that organizations are
unitary wholes, characterized by compliance, consensus and order.
• However, CLS critiques mainstream orthodoxies and the power
relations through which leadership dynamics are frequently
rationalized, often reproduced and sometimes resisted – viewing
organizations as arenas of domination, inequality, tension and conflict.
The focus is on power, subordination and exploitation (Tadajewski et
al. 2011) and to ‘decolonise’ (Gopal, 2017) prevailing stories, to ask
difficult questions of society and ourselves – addressing the
intersection of class, gender and race in work, organizational design
and power structures that is the reality of organizational life.
– Power, leadership and ideology
– Gender and leadership
22
The employment relationship
• Constructed within work organizations.
• A mutually advantageous transaction in a free market, a
partnership of employers and employees with shared
interests, a negotiation over ‘wage-effort’ between parties
with competing interests, or an unequal power relation
embedded in complex socio-economic inequalities (Budd
and Bhave, 2013).
– Ongoing actor relationships
– ‘Paradox of consequences’
– Balance of power between actors
– Organized life is recognized as an arena of complex
reciprocal human relations
23
Slide 1
Slide 2
Slide 3
Learning outcomes
Introduction
Defining leadership
Defining leadership
Defining leadership
Defining leadership
Defining leadership
Defining leadership
Leadership and management
Leadership and management
Leadership and management
Leadership and management
Leadership and management
Leadership and management
Leadership and management
Mapping the changing study of leadership
Mapping the changing study of leadership
Mapping the changing study of leadership
Critical leadership studies (CLS)
The employment relationship