Leadership

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    Leadership

    ‘Leadership is not so much about technique and methods as it is about opening the heart. Leadership is about inspiration—of oneself and of others. Great leadership is about human experiences, not processes. Leadership is not a formula or a program, it is a human activity that comes from the heart and considers the hearts of others. It is an attitude, not a routine’. —Lance Secretan (1998 cited in Hoye, 2005, p.86)

    The above quote suggests that true leaders are good at being authentic—at opening their hearts and at motivating and inspiring others. This week you read about authentic leadership and the transformational and transactional approaches and how they relate to follower motivation.

    Question;

    The transformational, transactional, and authentic leadership approaches address the issue of follower motivation, but in different ways. Compare and contrast these approaches and discuss which approach would be most effective with you (to you) in the role of follower and why.
    Remember to cite and reference examples from the readings and journal articles for this week.

    Reference

    Hoye II, W.B. (2005) Leadership from the inside out. Longwood, Florida: Xulon Press.

    Week 5 Weekly Notes
    Module Text
    Northouse, P.G. (2013) Leadership: theory and practice. 6th ed. Thousand Oaks, California: SAGE Publications, Inc.
    Chapter 9, ‘Transformational Leadership’

    This chapter describes the transformational approach to leadership and associated concepts such as followership, charisma, and motivation. In addition, it describes the transactional approach and contrasts it to the transformational approach.
    Chapter 11, ‘Authentic Leadership’

    This chapter describes authentic leadership theory and various definitions of authentic leadership. The author discusses the strengths and criticisms of the theory as well as its application to business practice.
    Articles
    Schaubroeck, J., Lam, S.K. & Cha, S.E. (2007) ‘Embracing transformational leadership: team values and the impact of leader behavior on team performance’, Journal of Applied Psychology, 92 (4), pp.1020-1030, PsycARTICLES [Online]. Available from: http://sfxhosted.exlibrisgroup.com.ezproxy.liv.ac.uk/lpu?title=journal+of+applied+psychology&volume=92&issue=4&spage=1020&date=2007

    This article explores a variety of behavioural influences, including team potency, team values, power distance and collectivism, and how they relate to and influence transformational leadership and team performance.
    Van Vugt, M., Hogan, R. & Kaiser, R.B. (2008) ‘Leadership, followership, and evolution: some lessons from the past’, American Psychologist, 63 (3), pp.182-196, PsycARTICLES [Online]. Available from: http://sfxhosted.exlibrisgroup.com.ezproxy.liv.ac.uk/lpu?title=american+psychologist&volume=63&issue=3&spage=182&date=2008

    In an effort to understand why some leadership approaches might not always work this article engage in an evolutionary analysis of leadership. The authors also take a deeper look at the role of the follower, a game theory perspective and an evolutionary history of leadership.
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    MEDIA
    Fifty Lessons, Ltd. (Producer). (2010) Good leaders are authentic leaders. Video [Online].
    Click here to access media

    In this video, William George, CEO of Medtronic, explains how authenticity draws out better performance from a team while also helping a business succeed overall. Issues of trust, honesty and self-awareness and their impact on a leader are discussed. (4:56 minutes) (Click here for a transcript of this media program)

    Fifty Lessons, Ltd. (Producer.) (2010) If you’re going to lead, trust your judgement. Video [Online]. Click here to access media

    In this video, Howard Lester, chairman and CEO of Williams-Sonoma, discusses the pressures and challenges of leading in a modern fast-paced, high stakes company. He emphasizes planning, vision and staying true to your instincts while driving new initiatives and taking potentially large risks. (4:39 minutes) (Click here for a transcript of this media program)
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    SUPPLEMENTAL RESOURCES
    Articles
    Ladkin, D. (2010) ‘Enacting the “true self”: towards a theory of embodied authentic leadership’, The Leadership Quarterly, 21 (1), pp.64-74, ScienceDirect [Online]. Available from: http://sfxhosted.exlibrisgroup.com.ezproxy.liv.ac.uk/lpu?title=the+leadership+quarterly&volume=21&issue=1&spage=64&date=2010

    This article explores the concept of authenticity in leadership using self-awareness and somatic and symbolic cues. The authors compare the concepts of self and authenticity through the lens of the dramatic actor.
    Simola, S.K., Barling, J. & Turner, N. (2010) ‘Transformational leadership and leader moral orientation: contrasting an ethic of justice and an ethic of care’, The Leadership Quarterly, 21 (1), pp.179-188, ScienceDirect [Online]. Available from: http://sfxhosted.exlibrisgroup.com.ezproxy.liv.ac.uk/lpu?title=the+leadership+quarterly&volume=21&issue=1&spage=179&date=2010

    This article looks closely at moral orientations to leadership. The authors specifically explore evidence to determine how an ethic of care and an ethic of justice relate to both transformation and transactional leadership.
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