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Strategic Leadership and Governance

Strategic Leadership and Governance. Module One, Lecture Three: Leadership. Professor Kerry E. Howell. What is Leadership?. Leadership and Culture Double Meaning of Leadership Generalist or Specialist Necessity of Groups. Stoghill. Process or Act of Influencing Related to the Group

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Strategic Leadership and Governance

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  1. Strategic Leadership and Governance Module One, Lecture Three: Leadership Professor Kerry E. Howell

  2. What is Leadership? • Leadership and Culture • Double Meaning of Leadership • Generalist or Specialist • Necessity of Groups

  3. Stoghill • Process or Act of Influencing • Related to the Group • Responsible and Accountable • Power, Influence, Objectives and Groups • Leadership and Followership

  4. Leadership and Management • Leadership refers to a process • Implies legitimacy • Defined in terms of goal attainment • How do leaders gain legitimacy?

  5. Perspectives on Leadership • Universal Traits •  Universal Behaviours • Contingent/Situational Traits • Contingent/Situational Behaviours

  6. Types of Leadership Theory • Trait • Emergent • Transformational • Transactional • Democratic • Autocratic • Servant

  7. Transformational and Transactional Leadership • Transactional involves an exchange between leaders and followers • Transformational develops and changes behaviour and deals with values and ethics • Leaders and followers inextricably linked.

  8. Democratic and Autocratic Leadership • The function of leadership in a democratic context is facilitating those acts that assist the group in achieving desired outcomes and ensure behaviours that sustain the democratic process. Leadership is about the dispersion rather than concentration of responsibility. • Autocratic leadership involves the rule of one and decision-making undertaken by the leader without necessary consultation.

  9. Conclusion • So might it not be best to say • That leaders too, have feet of clay • And any claim to lead is hollow • Unless the troops consent to follow? • If not, I think the special pleaders • Should find another word than leaders! • (Ramsbottom, B. The Bottom Line: A Book of Business Ballads. London: Century Hutchinson).

  10. References and Further Reading • Adair, J. (2002) Effective Strategic leadership. McMillan • Ardono, T. (1950) Democratic Leadership and Mass Manipulation in Studies in Leadership (Ed) Gouldner, A. W. pp 418-35. New York: Harper and Bros. • Baker, A. (1982) The Problem of Authority in Radical Movement Groups. Journal of Applied Behavioural Science, 18. 323-41. • Barnard, C. (1948) Organization and Management. Harvard University Press: Cambridge Mass USA. • Bass, B.M. (1990) From Transactional to Transformational Leadership: Learning to Share the Vision. Organisational Dynamics, 18, 19-31. • Burns, J. M. (1978) Leadership. Harper Row. • Grint, K (1997) Leadership. Oxford University Press. • Green leaf (2002)Servant Leadership: a Journey into the Nature of Legitimate Power. Paulist Press. • Hesse, H. (1993) The Journey East. Picador.

  11. References and Indicative Reading • Krech et al (1962) The Individual in Society. Mgraw Hill. • Kuhnert, K. W. and Lewis, P. (1987) Transactional and Transformational Leadership: A Constructive/Development Analysis. Academy of Management Review, 12(4) 648-657. • Nagel, J. H. (1987) Participation. Englewood Cliffs New York: Prentice Hall. • Northhouse, P. G. (2004) Leadership Theory and Practice. Sage. • Price, T. L. (2008) Leadership Ethics. Cambridge University Press. • Schein, E. H. (1997). Organizational Culture and Leadership. San Francisco, Jossey-Bass • Stoghill, R. M. (1950) Leadership, Membership and Organisation. Psychological Bulletin No 47 pp 1-14 • Stoghill, R. M. (1948) Personal Factors Associated with Leadership. Journal of Psychology. 25, 35-71 • Western, S. (2008) leadership: A Critical text. Sage. • White, R.K., & Lippitt, R. (1960). Autocracy and democracy: An experimental inquiry. New York: Harper. • Williams, R. (1981) Culture. Fontana Original

  12. This resource was created by the University of Plymouth, Learning from WOeRk project. This project is funded by HEFCE as part of the HEA/JISC OER release programme. This resource is licensed under the terms of the Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales license (http://creativecommons.org/licenses/by-nc-sa/2.0/uk/). The resource, where specified below, contains other 3rd party materials under their own licenses. The licenses and attributions are outlined below: The name of the University of Plymouth and its logos are unregistered trade marks of the University. The University reserves all rights to these items beyond their inclusion in these CC resources. The JISC logo, the and the logo of the Higher Education Academy are licensed under the terms of the Creative Commons Attribution -non-commercial-No Derivative Works 2.0 UK England & Wales license. All reproductions must comply with the terms of that license. • ©University of Plymouth, 2010, some rights reserved Back page originally developed by the OER phase 1 C-Change project

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