...Tutorial Week 7: Case Study – Leaders and Followers Question 1. What are the key components of the relationship between leaders and followers in Pancontinental? Within Pancontinental the key components in respect of the relationship between leaders and followers may be seen as including Emotional Intelligence, Authentic Leadership, Servant Leadership and Participative Followers. Emotional Intelligence is defined as a ‘type of social intelligence that involves the ability to monitor one’s own and other’s emotions, to discriminate among them and to use the information to guide one’s thinking and actions’ (Salovey and Mayer, 1990: 189). According to Goleman (2001), ‘emotional intelligence comprises of 4 key components which are, Self Awareness, Social Awareness, Self Management and Relationship Management.’ When looking at the case study we can see evidence of the use of emotional intelligence throughout. Within self awareness we can see that the MD, Henry Callahan, has had a personal insight into the business and knows what happens in each area. He is seen by his staff as a ‘visionary leader’, always looking for ways to improve in the future. In the case we can see that the positive style he adopts is exceedingly effective in an industry that is usually dogged by disputes, both internally and externally. Indeed he states, ‘I’ve done practically every job in the company....from the bottom up – I know what long hours are and I have empathy for everyone in the organisation’ We...
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...J Bus Ethics (2015) 131:107–119 DOI 10.1007/s10551-014-2271-z Authentic Leadership and Whistleblowing: Mediating Roles of Psychological Safety and Personal Identification Sheng-min Liu • Jian-qiao Liao • Hongguo Wei Received: 26 July 2013 / Accepted: 22 June 2014 / Published online: 8 January 2015 Ó Springer Science+Business Media Dordrecht 2015 Abstract The issues of organizational wrongdoing damage organizational performance and limit the development of organizations. Although organizational members may know the wrongdoing and have the opportunity to blow the whistle, they would keep silent because of the interpersonal risks. However, leaders can play an important role in shaping employee whistleblowing. This study focuses on discovering the mechanisms of how authentic leaders influence employee whistleblowing with a sample from China. Results demonstrate that authentic leadership is positively related to internal whistleblowing. Team psychological safety partly mediates the relationship between authentic leadership and internal whistleblowing. Personal identification partly mediates the relationship between authentic leadership and internal whistleblowing. The study contributes to the extant theory by filling the gap between leadership and whistleblowing. Keywords Internal whistleblowing Á Authentic leadership Á Psychological safety Á Personal identification S. Liu Business School, University of Shanghai for Science and Technology, Jungong Road...
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...4-1-2010 Can Leadership Be Developed by Applying Leadership Theories? : An Examination of Three Theory-based Approaches to Leadership Development Joshua C. Laguerre Rhode Island College, JOSHUA.LAGUERRE@gmail.com Follow this and additional works at: http://digitalcommons.ric.edu/honors_projects Part of the Business Administration, Management, and Operations Commons, Human Resources Management Commons, Industrial and Organizational Psychology Commons, and the Organizational Behavior and Theory Commons Recommended Citation Laguerre, Joshua C., "Can Leadership Be Developed by Applying Leadership Theories? : An Examination of Three Theory-based Approaches to Leadership Development" (2010). Honors Projects Overview. Paper 42. http://digitalcommons.ric.edu/honors_projects/42 This Honors is brought to you for free and open access by the Rhode Island College Honors Projects at Digital Commons @ RIC. It has been accepted for inclusion in Honors Projects Overview by an authorized administrator of Digital Commons @ RIC. For more information, please contact hbenaicha@ric.edu, andrewjasondavis@gmail.com. CAN LEADERSHIP BE DEVELOPED BY APPLYING LEADERSHIP THEORIES?: AN EXAMINATION OF THREE THEORY-BASED APPROACHES TO LEADERSHIP DEVELOPMENT By Joshua C. Laguerre An Honors Project Submitted in Partial Fulfillment of the Requirements for Honors in The Department of Management and Marketing The School of Management Rhode Island College 2010 1 Can Leadership Be Developed?...
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...Chapter 9 Case 9.1: The Vision Failed 1. If you were consulting with the HTE board of directors soon after Harold started making changes, what would you advise them regarding Harold’s leadership from a transformational perspective? I would advise the board that Harold is slowly turning into an ineffective president. Yes, changes are being made, but the employees aren’t being treated properly. Also, although the mission statement of the company is posted throughout the building, people are becoming unsure as to where it is going. There aren’t clear expectations and when Harold tries to explain something, the employees aren’t taking it very well. The employees aren’t feeling valued like they should be and something needs to be done. There are ways to change without degrading the employees. 2. Did Harold have a clear vision for HTE? Was he able to implement it? I don’t think Harold had a clear vision. I feel he had an “idea” but was unsure of how to go about accomplishing it. Perhaps he thinks he was able to implement it, but I don’t think he did. It didn’t turn out the way it was supposed to be and it failed in the end. 3. How effective was Harold as a change agent and social architect for HTE? Harold was not effective as a change agent. I see this in the way the employees acted and felt towards him. I feel there were a lot of negative consequences after changed were made, whether intentional or not. 4. What would you advise Harold to do differently if he had the chance...
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...AUTHENTIC VERSUS TRANSFORMATIONAL LEADERSHIP: ASSESSING THEIR EFFECTIVENESS ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR OF FOLLOWERS Thomas H. Tonkin Regent University ABSTRACT With the corporate scandals of the 2000s, many employees in organizations are clamoring for authenticity in their leaders. Though authenticity appears to be a noble trait, how effective is this as a leadership approach, specifically in increasing altruistic employee organizational citizenship behaviors? Is authentic leadership more effective than other leadership approaches, such as transformational leadership? This study examined the extent to which authentic leadership is a stronger predictor of employee organizational citizenship behavior (OCBs) compared to transformational leadership. The analysis also investigated the extent to which overall job satisfaction mediated the relationship between authentic leadership and OCBs. The findings suggest that in fact three out of the fours sub scales in authentic leadership had a positive effect on both overall job satisfaction and the OCB of altruism. This study implies suggestions for practical interventions based on the associated theories found in this paper. Keywords: Authentic leadership, transformational leadership, job satisfaction OCBs INTRODUCTION Though there are many theories on leadership, one view is agreed by most scholars, leadership is a real phenomenon that is critical for the effectiveness of organizations (Bennis, 2003; Yukl...
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...Assignment 4 Chapters 10 and 11. Case 11.1 Authentic Leadership Am I Really a Leader? 1. Learning about one’s self is an essential step in becoming an authentic leader. What role did self-awareness play in Sally Helgesen’s story of leadership? Self-awareness is an extremely important process in becoming an authentic leader wherein individuals not only understand themselves, including their strength and weaknesses but also learn the impact they have on others. Understanding herself just lead Sally into becoming an authentic leader. Through her journey and experiences, she realized her strengths and weaknesses and developed a clear sense of who she was and what she stood for; developed a strong anchor for her decisions and actions. 2. How would you describe the authenticity of Sally Helgesen’s leadership? I think Sally’s leadership is very authentic. The factors that impacted her leadership were Confidence and resilience: When she started writing the book Wildcatters she lived in adverse conditions but she showed resilience, remaining optimistic and bounced back from challenging situations and became a writer. Moral reasoning: Despite her acclaim she realized her shortcomings seeing herself as an author not an expert on women’s issues and started reasserting them in a different form. She developed the capacity to make ethical decisions. Critical Life event: The book The Female Advantage resulted in numerous speaking and consulting opportunities. I think that her travels...
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...SHIFTS IN ENTREPRENEURIAL LEADERSHIP Continual Paradigm Shifts in Entrepreneurial Leadership Barbara Gilley Professor Daniel Frost BUS508013VA016-1116-00: Strayer University July 17, 2011 CONTINUAL PARADIGM SHIFTS IN ENTREPRENEURIAL LEADERSHIP Pg.2 ABSTRACT This paper will focus on Creating a hybrid theory/philosophy which combines the common elements found in the thinking of Case, Kouzes, and Drucker, including the new definition of entrepreneurial leadership presented in Understanding Entrepreneurial Leadership in today’s Dynamic Markets, and will describe what type of organization a transactional, transformational, and authentic leader would thrive in the most, as well as which type of leader would thrive the least, as well as, evaluating the resources and tools available through the Small Business Administration and SCORE, and determine which single resource or tool is most useful to the greatest number of businesses; a rationale will be explained. This paper will evaluate the resources and tools available through the Small Business Administration and SCORE, and determine which single resource or tool is most useful to the greatest number of businesses and a rationale will be explained; and this paper will create a list of leadership best practices that would apply to the greatest number of businesses both small and large, and a rationale will be explained. CONTINUAL PARADIGM SHIFTS IN ENTREPRENEURIAL LEADERSHIP Pg. 3 OUTLINE ...
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...Entrepreneurial Leadership Nina Quarles Strayer University Instructor: Janet Durgin The Business Enterprise April 24, 2011 Common elements found in the thinking of Case, Kouzes, and Drucker It seems that Drucker, Kouzes and Case for the most part have the same theories. Drucker said that in order to reach your on the goal you have to focus on the or effort or passion. Case states that a leader should have people passion and perseverance in the right balance for the business. He used the 3 P's to help guide his direction and goals. Kouzes said that a leader must focus and use motivation by sharing the vision of the passion. My Philosophy As a manager, my philosophy is to have a good working relationship with my employees in order to help them improve their ideas. I am a believer in that my employees are not just "my employees", they are people. They are people with functioning brains with very good ideas. I think that when you take the time to really listen to them, you will find a whole host of creative ideas. When they come to me as their manager, they are looking for constructive feedback to make their ideas better. My belief is to first speak to them as a person with care and respect so that when they walk away, they feel that I truly listened to them. Having regularly scheduled meetings is of high importance so that they know that what they have to bring to the group is going to be heard. I think that helping them to develop their...
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...MGT3150 * * Managerial Leadership Module Handbook Autumn Term (24 week module) Department : Business and Management Module Leader: Jennie O’Connor Email: jennie4@mdx.ac.uk Telephone: 020 8411 4242 Room: W125 Campus: Hendon Module Tutors: Gavin Andrews (Hendon) Baboo Bhurusingh Ramkissoon (Mauritius) Eric Hwang (Hong Kong) Mr. C H Liyanage (ICB – Sri Lanka) Mohamad Rishardh (ICT – Sri Lanka) Neelofer Mashood (Dubai) Academic Year: October 2012/2013 Table of Contents Section | Content | Page | 123456Appendices123 | Module AimsModule SyllabusLearning OutcomesTeaching and Learning StrategiesLearning ResourcesAssessment StrategyKey DatesTeam Progress ReportAuthentic Learning Report Marking Criteria | 334579141517 | | | | 1. MODULE AIMS The purpose of general business and management programmes is threefold: 1. Study of organisations (public, private and non profit), their management and the changing external environment in which they operate. 2. Preparation for, and the development of, a career in business and management. 3. Enhancement of lifelong learning skills and personal development to contribute to society at large (QAA 2007). Within this context, this module aims to do the following: 4. Examine the historical context of managerial leadership and critically evaluate effectiveness of the theoretical perspectives such as: leadership behaviour and style, traits...
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...Business Ethics in Leadership Corey C Calhoun Sr. Liberty University 05/03/2016 Business Ethics in Leadership Recent corporate scandals, such as Enron, Parlamat, and WorldCom, have generated significant attention in the field of business ethics. Whereas the interest in this subject pre-dates these scandals, they have undoubtedly raised the profile of ethical concerns in business among scholars, practitioners, and governments (Knights & O’Leary, 2006). Additionally, there is a growing concern on what role leadership plays in perpetuating ethical values in an organization. Consequently, scholars are concerned with discerning leadership qualities that would ensure moral and effective practices in a company. What is the relationship between leadership and ethics? One of the key questions (or in some cases assumptions) in the literature on leadership is regarding the nature of the relationship between leadership and ethics. The definition question in leadership studies is not really about the question ‘‘What is leadership?’’ It is about the question ‘‘What is good leadership?’’ By good, I mean morally good and effective. This is why I think it is fair to say that ethics lies at the heart of leadership studies. Leaders worthy of the name, whether they are university presidents or senators, corporation executives or newspaper editors, school superintendents or governors, contribute to the continuing definition and articulation of the most cherished...
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...Entreprenurial Leadership Three of the major voices in entrepreneurship and business leadership are Steve Case, former Chairman and CEO of AOL, James Kouzes, co-author of The Leadership Challenge, and Peter Drucker known as the most influential management thinker in the 20th century. These men have developed theories and innovative ideas in the field of entrepreneurship. By examining the common threads of their ideas one can develop a theory on Entrepreneurial Leadership. Ayman Tarabishy, Lloyd Fernald Jr., and George Solomon, in their essay entitled, Understanding Entrepreneurial Leadership in today’s Dynamic Markets define entrepreneurial leadership as the leadership of “one of an enterprising, transformational leader who operates in a dynamic market that offers lucrative opportunities.” They go on to contend that the entrepreneurial leader has the qualities of a transformation leader; communication skills, consistency, caring, creating opportunities, self-confidence, power need and its use, and vision; the entrepreneurial leader excels in leading firms that compete on the edge; the entrepreneurial leader has ability for learning and knowledge generation; and entrepreneurial leaders understand resources and capabilities. When combining the theories of Case, Kouzes, and Drucker on Entrepreneurial leadership it can be said that people are the keys to a successful business. Case discussed the 3 P’s and discussed the fact that a business owner must be able to rely on people...
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...ethical leadership? Michel Dion ´ Universite de Sherbrooke, Sherbrooke, Canada Abstract Purpose – The aim of this study is to know if ethical theories could be connected to some leadership approaches. Design/methodology/approach – In the paper eight leadership approaches are selected: directive leadership, self-leadership, authentic leadership, transactional leadership, shared leadership, charismatic leadership, servant leadership, transformational leadership. Five western ethical theories (philosophical egoism, utilitarianism, Kantianism, ethics of virtue, ethics of responsibility) are analyzed to see to what extent their basic concepts could be connected to one or the other leadership approach. Findings – A given ethical theory (such as philosophical egoism) could be suitable to the components of various leadership approaches. Ethical leadership does not imply that a given leadership approach is reflecting only one ethical theory. Rather, ethical leadership implies that for different reasons, various leadership approaches could agree with the same ethical theory. This is what we could call the “moral flexibility of leadership approaches”. Research limitations/implications – This study focuses on western ethical theories. A similar study should be undertaken for Eastern ethical theories coming from Buddhism, Hinduism, Confucianism, or Daoism. Practical implications – Some dualisms (such as Kantianism-transformational leadership, philosophical egoism-transactional leadership) do...
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...Case Study Two: Ingvar Kamprad The founder and owner of IKEA, Ingvar Kamprad chooses to live his life as frugally as possible, even though he is one of the wealthiest business in the world (Nelson & Quick, 2013). Kamprad chooses to avoid wearing suits, drives a Volvo that is a decade old, flies economy class, and rides the subway to work (Daniels, 2004). He grew up in a region that many around him used the limited resources that they had available efficiently to succeed (Nelson & Quick, 2013). Manager versus Leader Kamprad can be considered both a manager and a leader is his company. As a manager, he began a catalog company and ensured that it met his criteria for excellence. By managing his resources and time, and utilizing local carpenters to build his furniture, he quickly grew into a storefront (Nelson & Quick, 2013). As a leader, he demonstrates humbleness and caring to his employees, and encourages hard work, creativity, and strict business ethics (Nelson & Quick, 2013). He also admits his human weaknesses to others, showing that even a successful man and business are not without strife (Nelson & Quick, 2013). Nature of Followship Kampard has encouraged his employees to be greater that what they see. He has encouraged his employees to look around them for processes or ideas that should be questioned, and encouraged creativity to make changes (Nelson & Quick, 2013). His company commits to making ecologically friendly products that are good for the environment...
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...Entrepreneurship Leadership Abstract The purpose of this paper is to inform about the common elements found in the thinking of Case, Kouzes, and Drucker about the entrepreneurial. Include the new definition of entrepreneurial leadership presented in Understanding Entrepreneurial Leadership in today’s Dynamic Markets. Describe what type of organization a transactional, transformational, and authentic leader would thrive in the most, as well as which type of leader would thrive the least. Evaluate and explain the resources available through Small Business Administration (SBA) and SCORE, and how new entrepreneurs can take advantage of these. Also include a list of leadership “best practices” according with the author of this paper that would apply to the greatest small and large business. Entrepreneurship Leadership Entrepreneurship leadership is defined as a social influence process that facilitates the discovery, evaluation, and also the exploitation of entrepreneurial opportunities. Entrepreneurship as a concept is a symbiotic bond between the creation of a new venture and playing the role of entrepreneurship as a leader-founder. The main idea presented in all the sources points out on the fact whether a leader is made or born. Entrepreneurship in the past research and studies was based on trait theory and the focus was only on the individual. However, Kouzes pointed out that leadership as a whole fails if the leader does not understand the people they work along...
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...Leadership and Performance in the Workplace Leadership and Performance in the Workplace At Woody’s Veneer Factory there are many issues that are affecting the success of this establishment. For one there is an absence of a team work ethic. In order for the company to become more successful the floor workers and managers need to develop a team like mentality. Another element that would contribute to the organization would be finding leadership theories that would improve the performance of the workers. After these have been solved the company needs to discover the difference between managing employees and being a leader. The only way the company can hope to overcome their obstacles is by taking the necessary steps in overcoming the elements that are working against the success of Woody’s Veneer Factory. Group & Team Concepts With there being many different group and team concept that could benefit the factory of Woody’s and Veneer if ran in the proper sequence. When working together in a group this includes the employees and the management teams as well. Working as a team would be most beneficial if it was a positive experience. While working with a team it is important to be able to work with others that balance each other’s strengths and weaknesses. In the factory setting such as Woody’s and Veneer they seem to lack working as a team, employees seem to put their own problems and feelings above the groups needs which causes a lot of issues and then of course stress...
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