This blog introduces some literature that may help leaders begin to consider and describe their leadership. The principles of leadership presented are — Personal Dominance , Interpersonal Influence and Relational Dialogue and they address key leadership tasks of setting direction for the group, creating and maintaining commitment to its purposes, and facing adaptive challenges.
Ethical leadership: A review and future directions. Third, in a collaboration among the three reviewers, these results were themed into subthemes and themes by similarity of meaning. Work, Employment and Society , — As the specific LD interventions were nested within the overall action learning design of the DIALHS collaboration, they intentionally emerged from processes of reflective learning with health system managers and were rooted in everyday sub-district realities. Vaara, A. Professional development needs of nurse managers.
The principles span modern and postmodern approaches and the book includes examples of how the ideas play out in practice. I hope you find this overview helpful. Click here for a PDF of the Blog entry. As a manager or leader, you will be drawing on some theoretical perspective or a combination of perspectives.
You may or may not be aware or able to articulate the theoretical basis of your practice. This ability may be influenced by your career path and the kind of access you had to management or leadership background and education. Chances are, you will have also gained some leadership experience through your work with other managers or leaders.
This experience will have given you some idea of how to manage or lead; either through exposure to ineffective or effective leadership. Task: At this point you may wish to take a few moments to jot down some key principles that describe your leadership approach. You may wish to go so far as to note the origins of these principles.
Where did you learn them? Why are they particularly meaningful to you? Being able to critique and articulate your leadership approach is an important aspect of effective leadership. Hornstrup et al. Having had the misfortune, as a young child, of witnessing a headless chicken running around my neighbours back yard, this image is a little too vivid for me.
Nevertheless, it may come close to describing the experience of managers or leaders who have risen through the ranks of organisations or founded businesses with knowledge of their product or craft but without particular knowledge or training in leadership and management. Recently, as an employee of an organisation, I was involved in a series of meetings with a manager. I left each of the meetings feeling unheard, misunderstood and unsettled.
It took quite a lot of time and energy to recover from these meetings and the issues did not get resolved. Keen to understand what was causing the communication issues, at one of the meetings I asked my manager what management approach they drew on.
Developing Relational Leadership offers the scholar, the practitioner, and most importantly, the scholar-practitioner an exuberance of riches. Developing Relational Leadership: Resources for Developing Reflexive Organizational Practices, by Carsten Hornstrup, Jesper Loehr-Petersen, Joergen.
I figured that if I knew the theoretical stance they took, it might give me some clues how to work with them more productively. I am not sure whether they saw this as an adequate answer to my question, were evading answering it, did not have time to formulate a more considered response, or did not know how to define their theoretical stance.
Needless to say, it did not shed any light on my question or help our work together. Clearly, we had different ideas about how to relate as manager and employee and these differences went unacknowledged or understood. Sadly, I eventually decided that the emotional and time demands of those unproductive and unsettling meetings were too great and I asked that they be discontinued. Long-story-short, I resigned soon after. For those who are unfamiliar with leadership theory, the expanse of literature and variety of approaches can be overwhelming and make it difficult to easily find suitable material.
When I recently came across the work of Wilfred Drath it seemed like a helpful way for people to understand different types of leadership and its relevance for different work contexts. He discusses the ways different leadership principles can work well in some situations and create limitations in others.
It is the context in which they are working together and the leadership principles they subscribe to that determines their positions. Each leadership principle involves different expectations of leaders and how leadership is defined. Anyone can demonstrate leadership if the conditions are such for this to happen. I hope that it will help you as leader or manager to gain more understanding of these particular ideas, review them, and identify any relevant areas for development. The Table is more of a summarised diagrammatic guide and the book elaborates these ideas with examples that will hopefully help you identify and work with the nuances and complexities of your particular organisation.
The three leadership tasks broadly encompass the work of managers and leaders. First, setting direction, focuses on looking forward — it is the where, what, why and how questions that relate to the direction of the team or organisation. Second, creating and maintaining commitment, addresses the how and what questions that determine cohesiveness, coordination and involvement of people in the team or organisation.
It focuses on how people work together to achieve the identified direction. Third, facing adaptive challenge, involves managing the challenges that cause confusion, disagreement and uncertainty. We argue that management educators can harness the critical potential of relational leadership through encouraging attention to the socio-material aspects of leadership work and discourses in organizational settings. Socio-material relationism—in the form of relationist leadership—enables a greater consideration of material aspects of practice that may be denied or deferred in more social-relational approaches; and b a distinct identity to assist critical analysis of and education on the workings of leadership in contemporary settings.
We demonstrate throughout how these contributions have implications for leadership development and teaching. To do so we recast leadership work as everyday managerial work that is developed through routine or emergent practice, done through the working of nonroutine practices, and as a subject that is itself worked by being constituted and potentially deconstructed through analysis of intersecting discourses.
Published online 17 December Published in print 1 December Download Citations Add to favorites Track Citations. Knowledge work: Ambiguity, image, and identity.
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