17 duplicate
- Discussion of Western Leadership Research
- Definitions
- “A leader is one or more people who selects, equips, trains, and influences one or more followers who have diverse gifts, abilities, and skills and focuses the followers to the organization’s mission and objective causing the followers to willingly and enthusiastically expend spiritual, emotional, and physical energy in a concerted coordinated effort to achieve the organizational mission and objectives” (Winston & Patterson, 2006, 7).
- Definitions disagree
- 2 schools of thought: learned capabilities or natural traits
- All studies have functionally focused on men without stating it
- “Leadership studies in the past few decades have come under increasing criticism for maintaining outmoded constructs and for bearing less than scholastic integrity” (Barker, 2001, 469).
- “Conventional understanding of leadership has been systemically constructed from other conventional knowledge about social hierarchies, and about their command and control structures. This knowledge is then used to validate leadership theories without further critical analysis” (Barker, 2001, 473).
- “The canon of industrial era leadership theories is an adaptation of the hierarchical view of the universe adopted by the early Christian Church, and presumes that leadership is all about the person at the top of the hierarchy” (Barker, 2001, 471).
- “The industrial paradigm of leadership is based in an obsession with the persona of kings and conquerors that can be traced at least as far back as Biblical times” (Barker, 2001, 476).
- “Leadership theory has been based in the understandable but incorrect perception of a direct cause-effect relationship between the leader’s abilities, traits, actions, and leadership outcomes” (Barker, 2001, 478).
- “The assumption that the leader is the source of leadership also implies that the leader is defined by the position in a hierarchy” (Barker, 2001, 478).
- “The problem with current leadership study is that it continues to focus excessively on superior/subordinate relationships to the exclusion of several functions that leaders perform and to the exclusion of organizational and environmental variables that are crucial to effectively leadership performance” (Barker, 2001, 474).
- Definitions
- Discussion of the Common problems of Colonizing leadership
- “Although difficult, it is important to have a good definition of leadership. It is one of the terms most widely used in many areas of human activity, including armed forces, business, politics, religion, and sports “(Silva, 2016, 1). ALL COLONIZING ACTIONS OR AGENTS
- Common Tropes
- Women lead differently
- “I have found that there are two prevailing assumptions: the first is about leadership in general, that it is a construct that can be learned, and the second is about gender and leadership that women have a different leadership style compared to men” (de la Rey, 2005, 5).
- “This perspective points to a distinctive leadership style associated with women, with characteristics that include being more participatory, democratic, more sensitive, nurturing and caring. Other characteristics associated with women’s leadership include good conflict management and interpersonal skills, being excellent listeners and showing tolerance and empathy” (de la Ray, 2005, 5).
- Traits concepts
- “The traits commonly associated with leadership include: effective communication, task completion, responsibility, problem solving, originality, decision making, action taking, passion, vision, ethics, humour, self-awareness, confidence, courage, experience and power” (de la Rey, 2005, 5).
- Woman must give up her femininity to lead
- Military teaches leadership naturally
- “McClelland asserted in 1973 ‘Competency testing provided a better predictor of job success than intelligence testing and thus championed the competency movement’” (Seemiller and Murray, 2013, 33).
- Hierarchy
- “The assumption that the leader is the source of leadership also implies that the leader is defined by position in a hierarchy” (Barker, 2001, 478).
- Glass Ceiling
- Community disengagement
- Women lead differently
- Shifts in Leadership
- “A new framework for leadership studies can be built upon a direct, phenomenological experience of leadership that occurs prior to the creation or adaptation of conventional knowledge” (Barker, 2001, 483).
- “Two key differences that distinguish the transforming system are that this system is not organized by strategic, rational thought, and b0 responds to change not as a disruptive irregularity, but as an integral element of the environment” (Barker, 2001, 487).
- “Process and not structure is the vessel of leadership; chaos and complexity are not problems to be solved, they are the engines of evolution, adaptation, and renewal” (Barker, 2001, 489).
- “First, leadership is a process that is not specifically a function of the person in charge. Second, leadership is a process of adaptation and of evolution; it is a process of dynamic exchange and the interchanges of value. Third, leadership is a process of energy, not structure” (Barker, 2001, 491).
- Indigenous Leadership
- “Ensemble leadership means every follower is a potential leader. Further, the distinction between leader and follower is blurred, in favour of a more collectivist understanding which avoids the oppositional dualism of individual/group” (Rosile, Boje, and Claw, 2018, 2).
- “Collectivism, dynamism, decenteredness, and heterarchy all are weak or missing in traditional leadership literature” (Rosile, Boje, and Claw, 2018, 2).
- “Roles of Humans: The indigenous world is non-human centric. Roles of nonhumans: Nonhumans are barely recognized in traditional leader literature, and at best, merely part of the furniture. Indigenous wisdom not only recognizes nonhuman life, but accords the natural world a starring role in providing wisdom and guidance. Relationships: We recognize that for many indigenous cultures, relationships are ends in themselves. Theories: Most traditional leadership literature still reflects cause-effect linearity, and the search for sameness and generalizability” (Rosile, Boje, and Claw, 2018, 14).
- “Leadership was everywhere, active in alternative – and often highly laudable forms” (Sandefur & Deloria, 2018, 126).
- “Standing Rock suggested a more human set of leadership values: decentralization spirituality, self-deflecting humility, collectivism, the navigation of subgroup interests, and a sometimes contentious but epistemologically distinct diffusion of authority” (Sandefur & Deloria, 2018, 126).
- “Questions are more readily talked to consensus rather than enunciated as a winning argument aimed at establishing the dominance of one position over another. It is less a question of convincing a powerful leader to take a particular action than convincing everyone of the rightness of a certain course” (Sandefur & Deloria, 2018, 130).
- Ogimaaekwe
- “It is a native woman’s sacred obligation and responsibility to lead the way, through traditional women’s leadership and authority, to reclaiming the earth, humanity, and all our relations via an ecoethics of reciprocity” (Waters, 2003, xii).
- Conclusions
- Leadership is not management
- Leadership is not for employment
