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To the extent that leadership is an art, what methods come to mind for improving one’s “art of leadership”? What characteristics of leaders, followers, and situations could you add to those listed in Figure 1.2 on page 16?

To the extent that leadership is an art, what methods come to mind for improving one’s “art of leadership”? What characteristics of leaders, followers, and situations could you add to those listed in Figure 1.2 on page 16?

Understanding Business
Understanding Business
12th Edition
ISBN:9781259929434
Author:William Nickels
Publisher:William Nickels
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
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To the extent that leadership is an art, what methods come to mind for improving one’s “art of leadership”? What characteristics of leaders, followers, and situations could you add to those listed in Figure 1.2 on page 16?
16 Part One Leadership Is a Process, Not a Position Leader FIGURE 1.2 Ailu oll Personality, position, expertise, BA An Interactional ences y Framework for Analyzing Leadership etc. vdo pnims 62 orgine yistelgin whd b Situation Followers Task, stress, Values, nlogod norms, cohesiveness, environment, etc. etc. Source: Adapted from E. P. Hollander, Leadership Dynamics: A Practical Guide to Effective Relationships (New York: Free Press, 1978). Inomepanem bn lodolp wen on 1o b surebeolno evaoo bno aiobss.bobex understand the process even better if we also examine the interactions among the even ebiose oa three elements, or lenses, represented by the overlapping areas in the figure. For example, we can better understand the leadership process if we not only look at the or ol O0 budiole Jeaders and the followers but also examine how leaders and followers affect each other in the leadership process. Similarly, we can examine the leader and the situa- tion separately, but we can gain a better understanding of the leadership process by looking at how the situation can constrain or facilitate a leader's actions and how the leader can change different aspects of the situation to be more effective. Thus a nolononsenuov final important aspect of the framework is that leadership is the result of a complex noinoo ol s noltiset of interactions among the leader, the followers, and the situation. These complex guờ sv minteractions may be why broad generalizations about leadership are problematic: ai eolftor ai yasqunoo Many factors influence the leadership process (see Highlight 1.3). An example of one such complex interaction between leaders and followers is evident in what have been called in-groups and out-groups. Sometimes there is a high degree of mutual influence and attraction between the leader and a few subor- dinates. These subordinates belong to the in-group and can be distinguished by obasl odi to soehon their high degree of loyalty, commitment, and trust felt toward the leader. Other boa olbo rolboit subordinates belong to the out-group. Leaders have considerably more influence 10odsgideisbeol lo with in-group followers than with out-group followers. However, this greater degree xingos ow dguodilA of influence has a price. If leaders rely primarily on their formal authority to influ- lanoiosne hobnallo ence their followers (especially if they punish them), then leaders risk losing the howamet lonoilo high levels of loyalty and commitment followers feel toward them.“ The Leader 26 qideobeol aroigab o bnoos2.noitaulla sds bThis element examines primarily what the leader brings as an individual to the aiadana to lovel d leadership equation. This can include unique personal history, interests, charactei w giano traits, and motivation.
Transcribed Image Text:16 Part One Leadership Is a Process, Not a Position Leader FIGURE 1.2 Ailu oll Personality, position, expertise, BA An Interactional ences y Framework for Analyzing Leadership etc. vdo pnims 62 orgine yistelgin whd b Situation Followers Task, stress, Values, nlogod norms, cohesiveness, environment, etc. etc. Source: Adapted from E. P. Hollander, Leadership Dynamics: A Practical Guide to Effective Relationships (New York: Free Press, 1978). Inomepanem bn lodolp wen on 1o b surebeolno evaoo bno aiobss.bobex understand the process even better if we also examine the interactions among the even ebiose oa three elements, or lenses, represented by the overlapping areas in the figure. For example, we can better understand the leadership process if we not only look at the or ol O0 budiole Jeaders and the followers but also examine how leaders and followers affect each other in the leadership process. Similarly, we can examine the leader and the situa- tion separately, but we can gain a better understanding of the leadership process by looking at how the situation can constrain or facilitate a leader's actions and how the leader can change different aspects of the situation to be more effective. Thus a nolononsenuov final important aspect of the framework is that leadership is the result of a complex noinoo ol s noltiset of interactions among the leader, the followers, and the situation. These complex guờ sv minteractions may be why broad generalizations about leadership are problematic: ai eolftor ai yasqunoo Many factors influence the leadership process (see Highlight 1.3). An example of one such complex interaction between leaders and followers is evident in what have been called in-groups and out-groups. Sometimes there is a high degree of mutual influence and attraction between the leader and a few subor- dinates. These subordinates belong to the in-group and can be distinguished by obasl odi to soehon their high degree of loyalty, commitment, and trust felt toward the leader. Other boa olbo rolboit subordinates belong to the out-group. Leaders have considerably more influence 10odsgideisbeol lo with in-group followers than with out-group followers. However, this greater degree xingos ow dguodilA of influence has a price. If leaders rely primarily on their formal authority to influ- lanoiosne hobnallo ence their followers (especially if they punish them), then leaders risk losing the howamet lonoilo high levels of loyalty and commitment followers feel toward them.“ The Leader 26 qideobeol aroigab o bnoos2.noitaulla sds bThis element examines primarily what the leader brings as an individual to the aiadana to lovel d leadership equation. This can include unique personal history, interests, charactei w giano traits, and motivation.
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