Leadership.
Methods, Models and Theories
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Leadership.Methods, Models and Theories |
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Leadership. Methods, Models and Theories (A-Z) |
Leadership Forum
Leadership Education & Events
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| § anne (philippines) | management | "no reactions" | |
| § Barbara (USA) | Bennis viewpoint on Leadership | "More recently Bennis mentions 4 somewhat different factors that are essential for leaders in an environment of complexity and turbo-change, regardless of culture and context: 1. Adaptive capacity (sense of resilience, hardiness and creativity, seizing opportunities, learning)(~Management of Attention?). 2. Capacity to engage followers in a shared meaning (~Management of Meaning). 3. Finding out who they temselves are (emotional intelligence, ~Management of Self). 4. Rely on a moral compasss (a set of principles, a belief system, a set of convictions). Depending on the context these 4 factors need to be supplemented with other factors. (Business, The Ult. Resource, 2nd edition, p259)" |
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| § Barbara (USA) | Background Bennis | "To appreciate the leadership thinking of Bennis well, you should know that he grew up during WWII, at the time when iconic figures such as Churchill, Roosevelt, Hitler and Mussolini were dominating the world. Furthermore, Bennis was an admirer of Douglas McGregor (Theory X Y). Bennis' thinking implements Theory Y from the perspective of leadership." | |
| § Stan Heard (USA) | Management and Leadership | "It seems that Leadership has been successfully removed from the work of Management in most everyone's mind. Management was once seen as the blending of four functions - Planning, Organizing, Leading and Auditing. Leadership was seen as the work a manager does to inspire others to pursue the goals of the organization. Since Bennis has a new POEM for management, I wonder if anyone has ever successfully Executed in an organizational environment without Leading. Once you remove Leading as work that a Manager does, you can and must create all sorts of plausible reasons for failure. In the end it is all Leadership Failure. Maybe we should re-unite the concepts of Leadership and Management." |
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| § Erik Ottosson (Sweden) | Leadership and Ownership | "Dr Hemjiths reflection on leadership is truly beautiful. I´m greateful for his contribution. As I understand the essence of "Leadership with Ownership", a leader can make use of the individual energy of the followers, who will react spontaneously as soon as they become "owners". This view on leadership clearly brings the issue of individual responsibility to the surface. A leader can have good or bad intentions, but as soon as the threshold of ownership is past, people will follow their leader, the logical reflections will come later, in the light of the factual events and with second thougt. Often too late, Hitler, Mao et.al have proven this." | |
| § Paulo Caius (Spain) | Leadership deals with people | "Leadership is something related to people and how they are organized in order to achieve goals. During past decades, we could see many theories and all of them can fail or win according to our skills commanding people and generate wealth to be distributed according the culture of each organization. BSC is a fundamental tool as well as Business Intelligence. Many case studies in the world can be analysed and all of them depend on the capability of approaching the social science of the organization. So, before incorporating all of these great practices, please try to understand if you will be able to engage humans on that." | |
| § Ahmed Altaf (India) | Leadership and Ownership | "I truly agree with the concept of non-existance of leadership without Ownership only when we talk in terms of Organisation and Business. But leadership as a whole does exist without Ownership. A good example we have is 'Gandhiji' who was not the owner of anything but he took a step further for Freedom and succeeded." | |
| § Al Gates (Canada) | Leadership | "I think Leadership is 'Emotion in Motion'." | |
| § Patric Hohl (Germany) | Ownership | "last sentence of Dr Hemjith reflection is for me the strongest one. Leader will influence world, companies, but if their behaviour, and use of their powerfull skills, are self oriented and not people or company, it will not help the system in a sustainable way. Ownership is adding value to the whole, not the one." |
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| § Gerald C. (UK) | Universal Leadership Concept | "I agree. Interestingly, there is a leadership theory that actually says there is no universal best leadership method or style. The best leadership approach depends on various internal and external constraints (factors) or as you call it: the context. See "Contingency Theory" on this page for more info." | |
| § Alex Lowy (Canada) | Leadership and Decision Making | "There is a view that still prevails in many places that effective leaders are especially capable of making tough decisions, even in the face of time pressures, little data and much ambiguity. The best leaders resist doing this however, recognizing that higher levels of complexity and uncertainty often demand patience, dialogue and sustained attention from a host of affected parties. Great leaders recognize the difference between decisions, problems and dilemmas, and treat them differently. They make decisions, solve problems and manage and exploit dilemmas." | |
| § K. Venkatesh (India) | Leadership means Influence | "Leading is influencing without coercion or authority. Leadership demands an ability to sell a vision and create a consensus and realizing the vision. For people to buy the leader's vision, the leader has to exercise influence over the team. Mahatma Gandhi's leadership is an excellent example of influencing masses to buy his vision of satyagraha struggle for Indian independence. It was unusual to follow such a path. Ernst Shakleton showed resilience and poise in face of adversity to show his mean what grit means. Few would have had Shakleton's strength of mind in his failed attempt to reach South Pole when his ship hit a ice formation. He converted every adversity into opportunity and brought all his men back alive despite harsh conditions. Any leader should show what it means to reach the goal and lead by example. Mahatma Gandhi and Ernst Shakleton showed extraordinary skills of leadership to realize their dream." | |
| § Leo1 (NZ) | Leadership is what you want it to be | "Rely more on our feelings and doing the right thing" | |
| § Eddie (UK) | Leadership is context specific | "The old saying that no one size fits all, truly holds in this case - "no one leadership style fits all situation". This is the essence of the contingency theory!" | |
| § Souvik (India) | Leadership styles | "Leading from the front in different situations applying different styles that suits each situation develops a leader." |
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| § Uma Shashikumar (India) | Leadership barries for Women | "Women in Leadership role is challenging. Especially when she is at the Core level. She has to face the ego problem with the male in the top. When she proposes the valued views or ideas, she is been pushed down, ignored and criticized. Leadership role as women is challenging." | |
| § Ellie M. (USA) | Labyrinth instead of glass ceiling | "In a HBR article (Sept07) Alice Eagly and Linda Caril say there is no glass ceiling (one reason that women cannot reach top functions), but rather a labyrinth of obstacles (at various management levels). They mention the following multiple obstacles for women: 1. Vestiges of prejudice (men still earn more) 2. Resistance to woman's leadership (due to gender stereotyping as described in the comment by Elaine) 3. Issues of leadership style (women struggle to adopt an appropriate leadershipstyle, because of issue #2) 4. Demands of family life 5. Underinvestment in social capital (lack of time to invest in networking: the core work activities plus issue #4 consume all their time)." |
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| § Gurmeet (India) | The incomplete leader | "Very sensible observation. The concept of distributed leadership is practicable and also ensures participation and ownership across the team." | |
| § Zdzislaw (USA) | Incomplete Leader | "The idea presented by Donald is such an important idea. I see too many leadership coaches come in and create expectations that no one could ever satisfy. The idea of building a leadership team to complement strengths is important. Not only does it address limitations of each leader but it also enhances the organizations capability to respond to emerging situatons better. Different situations require different leadership styles, by building a team with complementary strengths dramatically increases an organizations ability to deal with different circumstances." | |
| § Debbie Payne (Canada) | The Incomplete Leader | "The question, should we stop expecting so much of leaders in organizations, as related to being the "perfect leader" strikes me as odd in some ways. My sense is we should be expecting more of leaders, not perfection, but more different leadership and leadership that is holistic, with a stronger focus on development of employees as leaders. We need the the right leaders in the right positions at the right time AND we need them to recognize this, and recognize when they need to move to another place/time to contribute in new ways." |
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