The research and practice of leadership focuses on the leader while the role of the follower is often neglected.
· Using the overview provided in this week’s lecture and readings, how do follower perceptions affect a leader’s style?
· How might you best assess follower perceptions of your leadership style?
· What can/should a leader do when the perceptions of the followers are not aligned with the leader’s self-perceptions?
· Why do you believe this assessment method to be the best option?
Read the following chapters from
Leadership: A high impact approach
· Chapter 7: Teamwork and Group Skills
McLaurin, J. R. (2006). The role of situation in the leadership process: A review and application. Academy of Strategic Management Journal, 5, 97-114. Retrieved from the ProQuest database
Salahuddin, M. M. (2010). Generational differences impact on leadership style and organizational success. Journal of Diversity Management, 5(2), 1-6. Retrieved from the ProQuest database.
TED (Producer). (2010). TEDTalks: Simon Sinek – How great leaders inspire action [Video file]. Retrieved from the Films On Demand database
Week 4 Lecture
According to Bennis (1989), leaders are made, not born, and “made more by themselves than by any external means” (p. 5). By following leaders at the top of their organizations, Bennis found that “such people have no interest in proving themselves, but an abiding interest in expressing themselves. The difference is crucial, for it’s the difference between being driven and leading” (p. 5). With Bennis’s work, the age of interviewing top leaders to gain access to how they do their work came into its own.
Charan, Drotter, and Noel’s (2001) work supports the idea that a leadership base among its employees will help the organization make its selections to critical executive leadership positions, even in a large, decentralized organization. Their hierarchy is pictured by a pipeline bent in six places, each being a rise in leadership function. At the bottom, the leaders begin with managing self, then managing others, managing managers, managing functions, managing a business, a business group, and ending at managing an enterprise.
The model recognizes several potential leader failures: failing to seek or listen to feedback, identification of failures, leaving the wrong person in the job too long, poor job definition, and selecting the wrong person for the job. Organizations that do not grow their own managers tend not to know their people well enough to understand what risks they are taking when they hire or promote someone, so using a pipeline model would reduce risk in an already volatile environment. One of Northouse’s (2007) criticisms of trait theory is that it fails the utility test for leadership training and development. Growing leaders from inside the organization makes sense because it reduces risk for the organization and still al
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