CHAPTER 12.

Emerging Leadership Perspectives

INTEGRATIVE LEADERSHIP

Integrative leadership is an emerging leadership approach that fosters collective

action across many types of boundaries in order to achieve the common good. It
brings together leadership concepts and practice rooted in five major sectors of society
such as business, government, nonprofits, media, and community. It focuses on
leadership development at all levels, from individual to global.

Full-Range Leadership Theory

 involves nine dimensions covering both transformational and transactional
leadership, especially emphasizing contextual variables
 designed to recognize contextual variables that link observations to a set of
relevant facts, events, or points of view

Contextual Variables – link observations to a set of relevant facts, events,

organizational characteristics, work functions, external environment factors and
demographic variable

Shared Leadership
 a dynamic, interactive influence process among individuals in groups for which
the objective is to lead one another to the achievement of group or
organizational goals or both.

Leadership in Self-Directing Work Teams

 this type of leadership can come from outside or inside the team
 leaders provide resources or act as liaisons with other units but without the
trappings of authority associated with traditional first-line supervisors

Conditions for creating and maintaining team performance

 Efficient, goal-directed effort - the key here is to coordinate the effort both
inside and outside the team. Team leaders can play a crucial role here.
 Adequate resources - teams rely on their leaders to obtain enough
equipment, supplies, and so on to carry out the team’s goals.
 Competent, motivated performance - team members also need the
appropriate knowledge, skills, abilities and motivation to perform collective
tasks well.
 A productive, supportive climate – refers to the high levels of cohesiveness,
mutual trust, and cooperation among team members.
 Commitment to continuous improvement and adaptation – a good team
should be able to adapt to changing conditions. Both internal and external
team leaders may play a role.

Self-Leadership Activities
 represent a portfolio of self-influence strategies that are believed to positively
influence individual behavior, thought processes, and related activities
 behavior-focused, natural-reward, and constructive-thought-pattern
 Behavior focused strategies
 self-observation
 self-goal setting
 self-reward
 self-correcting feedback
 practice

Natural Reward Strategies

 focus on the positive experience associated with a task and the process through
which it is achieved.

Construction Thought Pattern Strategies

 refer to those thought patterns that are constructive in nature.

CROSS-CULTURAL LEADERSHIP

GLOBE (Global Leadership and Organizational Behavior Effectiveness Research

Program)
 attributes and entities that differentiate a specified culture predict organizational
practices, leader attributes, behaviors that are most often carried out and are
most effective in that culture

NINE CULTURAL DIMENSIONS

 Assertiveness
 Future orientation
 Gender egalitarianism
 Uncertainty avoidance
 Power distance
 Institutional emphasis
 In-group collectivism
 Performance orientation
 Humane orientation

LEADERSHIP DIMENSIONS
 Charismatic/value based
 Team-oriented
 Participative
 Humane-oriented
 Autonomous
 Self-protective

STRATEGIC LEADERSHIP
Multiple-Level Leadership - there are three different organizational domains from
the bottom to the top of the organization.
 the production domain at the bottom of the organization
 the organization domain in the middle levels
 the systems domain at the top
 BOAL AND HOOIJBERG’S STRATEGIC LEADERSHIP PERSPECTIVE
Cognitive complexity
 are those who process information differently and perform certain better
than less cognitively complex persons because they use more categories
to discriminate
Social intelligence
 ability to notice and make distinctions among other individuals
Absorptive capacity
 the ability to learn
 involves the capacity to recognize new information, assimilate it, and
apply it toward new ends.
Adaptive capacity
 the ability to change.
Managerial wisdom
 involves the ability to perceive variation in the environment and an
understanding of the social actors and their relationships.

MORAL LEADERSHIP
Authentic Leadership
 involves both owning one’s personal experiences (values, thoughts,
emotions, and beliefs) and acting in accordance with one’s true self
(expressing what you really think and believe, and acting accordingly).
Self-efficacy
 an individual’s belief about the likelihood of successfully completing a
specific task
Optimism
 the expectation of positive outcomes
Hope
 the tendency to look for alternative pathways to reach a desired goal
Resilience
 the ability to bounce back from failure and keep forging ahead

Servant Leadership
 primary purpose of business should be to create a positive impact on its
employees and its community
 helps others discover their inner spirit,
 earning and keeping their trust
 exhibits effective listening and service over self interest

Spiritual leadership
 a causal leadership approach for organizational transformation designed
to create an intrinsically motivated, learning organization
 includes values, attitudes, and behaviors required to intrinsically motivate
self and others to have a sense of spiritual survival through calling and
membership
CHANGE LEADERSHIP
 helps deal with the idea of an organization that masters the challenges of
change while still creating a satisfying, healthy, and effective workplace for its
employees

LEADERS AS CHANGE AGENTS

Transformational change
 radically shifts the fundamental character of an organization
Change Agents
 individuals and groups who take responsibility for changing the existing
behavior patterns of another person or social system
Unplanned change
 occurs spontaneously and without a change agent’s direction
Planned change
 intentional and occurs with a change agent’s direction
Performance gap
 a discrepancy between the desired and actual state of affairs
Forces for change
 Organization-environment relationship
 Organizational life cycle
 Political nature of organizations

PHASES OF PLANNED CHANGE

Unfreezing
 stage at which a situation is prepared for change
Changing
 stage in which specific actions are taken to create change
Refreezing
 stage in which changes are reinforced and stabilized

PLANNED CHANGE STRATEGIES

Force-coercion strategy
 uses authority, rewards, and punishments to create change
Rational persuasion strategy
 uses facts, special knowledge, and rational argument to create change
Shared-power strategy
 uses participatory methods and emphasizes common values to create
change

RESISTANCE TO CHANGE
 an attitude or behavior that shows unwillingness to make or support a
change

Why people resist change

 Resistance to the change itself
 Resistance to the change strategy
 Resistance to the change agent