How can we help organizations, and not just individual leaders,?become models of servanthood?? Is it possible to practice servan
Please respond to both statements.
1. How can we help organizations, and not just individual leaders, become models of servanthood? Is it possible to practice servant leadership in a competitive corporate climate?
2. After reflecting on all the leadership theories covered in this course, which one aligns most with your current leadership style? Why?
Week 6
February 9, 2022
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
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Quick Recap
Week 5 Assignments
Read Chapters 8 and 10
Week 5 Discussion Post
Upcoming Week Assignments
Read Chapters 12 and 13
Week 6 Discussion Post (Last one for this class)
Leadership Paper due 2/15 by 11:59 PM EST.
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Paper Format (consult UC Dissertation Handbook)
Title Page
Chapter I. Introduction
Present purpose, roadmap and short summary on the importance of your topic and a short summary of the results
Chapter II. Literature Review
Summarize the information and data from your references
Chapter III. Analysis and Findings
Provide your own analysis of your topic anchored in fact and reason
Chapter IV. Summary, Discussion, and Implications
Summarize the meaning of your analysis
Reference Page
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
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Paper
Paper will be 15 – 20 double spaced pages on adult learning theories and leadership principles surrounding a leadership initiative within the student’s home institution or in an educational setting approved by the instructor.
Paper due: November 30, 2021
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
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Followership
Chapter 12
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Followership Overview
Followership Defined
Role Based and Relational Based Perspective
Types of Typology (Zalzenik & Kelley)
Theoretical Approaches to Followership
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Times are Changing
Traditional View of Leadership
Leader-Centric Process
Negative Connotation
Followership Defined
Process whereby an individual or individuals accept the influence of others to accomplish a common goal.
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Role-Based and Relational- Based Perspectives
Shared Moral Obligation
Followership Divided
Role Based
Focuses on followers in the typical roles or behaviors they exhibit while occupying a formal or informal position with a hierarchical system.
Relational Based
Focuses on the interpersonal process and one’s attempt to influence and the other person’s response to these influence attempts.
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Typologies of Followership
Zaleznik (1965) | Kelly (1992) | Chaleff (1995) | Kellerman (2008) |
Withdrawn | Alienated | Resource | Isolate |
Masochistic | Passive | Individualist | Bystander |
Compulsive | Conformist | Implementer | Participant |
Impulsive | Pragmatist | Partner | Activist |
Exemplary | Diehard |
Table 12.1-Typologies of Followership
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The Zaleznik Typology (1965)
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The Kelley Typology (1992)
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Theoretical Approach to Followership
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Wrapping up Followership
New Perspective on Followership
Strengths & Weakness
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Leadership Ethics
Chapter 13
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Leadership Ethics Overview
Leadership Ethics Perspective
Ethical Theories
Principles of Ethical Leadership
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Leadership Ethics Description
Ethics
Is a derivative of the Greek word ethos, meaning customs, conduct, or character
Is concerned with the kinds of values and morals an individual or society ascribes as desirable or appropriate
Focuses on the virtuousness of individuals and their motives
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Leadership Ethics Description con’t
Ethical Theory
Provides a system of rules or principles as a guide in making decisions about what is right/wrong and good/bad in a specific situation
Provides a basis for understanding what it means to be a morally decent human being
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Ethical Theories
Ethical egoism (create greatest good for the leader)
Closely related to transactional leadership theories
Example: leader takes a political stand on an issue for no other reason than to get re-elected
Utilitarianism (create greatest good for greatest number)-maximize social benefit
Example: leader distributes scarce resources so as to maximize benefit to everyone, while hurting the fewest; preventive healthcare vs. catastrophic illnesses- Altruism (show concern for best interests of others)
Authentic transformational leadership is based on altruistic principles
Example: the work of Mother Theresa, who gave her entire life to help the poor
Self-Interests versus Interest of Others
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Ethics – is central to leadership because of:
The process of influence
The need to engage followers to accomplish mutual goals
The impact leaders have on establishing the organization’s values
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Principles of Ethical Leadership
Leader shall:
Treat other people’s values and decisions with respect
Allow others to be themselves with creative wants and desires
Approach others with a sense of unconditional worth and value individual differences
Leader behaviors:
Listens closely to followers
Is empathic
Is tolerant of opposing viewpoints
Treating others as ends (their own goals) rather than as means (to leaders’ personal goals)
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Principles of Ethical Leadership
Leaders have –
A duty to help others pursue their own legitimate interests and goals
To be stewards of the organization’s vision; in serving others they: clarify, nurture, and integrate the vision with, not for, organization members
An ethical responsibility to make decisions that are beneficial to their followers’ welfare
Follower-centered – Based on the altruistic principle of placing followers foremost in the leader’s plans
Leader behaviors
Mentoring
Empowerment
Team building
Citizenship
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Principles of Ethical Leadership
Leaders shall –
adhere to principles of distributive justice
Leader behaviors
All followers are treated in an equal manner
In special treatment/special consideration situations, grounds for differential treatment are clear, reasonable, and based on sound moral values
Ethical leaders are concerned with issues of fairness and justice; they place issues of fairness at the center of their decision making
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Principles of Ethical Leadership
Leaders:
Are not deceptive
Tell the truth with a balance of openness and candor while monitoring what is appropriate to disclose in a particular situation
Honest leaders are authentic but also sensitive to the feelings and attitudes of others
Leader behaviors
Don’t promise what you can’t deliver
Don’t suppress obligations
Don’t evade accountability
Don’t accept “survival of the fittest” pressures
Acknowledge and reward honest behavior in the organization
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Principles of Ethical Leadership
Concern for common good means leaders cannot impose their will on others; they search for goals that are compatible with everyone.
Ethical Leaders & Followers
take into account purposes of everyone in the group, and
reach out beyond their own mutually defined goals to wider community
Leader behaviors
Takes into account purposes of everyone in the group
Is attentive to interests of the community and culture
Does not force others or ignore intentions of others
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