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Jackson Parry - Leadership, Chp 3, 41-60.pdf

Jackson Parry - Leadership, Chp 3, 41-60.pdf

Jackson Parry - Leadership, Chp 3, 41-60.pdf

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46 Studying <strong>Leadership</strong>orientation - tend to have a low need for both the relationship-buildingand task-oriented activities of the leader. Moreover, when the task athand is relatively straightforward and routine you have linle need for aboss. Alternatively, if you can get into a job that is intrinsically satisfying(such as being a university lecturer perhaps? ), or yo u can see directlywhat you have achieved such as when you are a paramedic, you do notneed a boss to explain to you how important your work is or how youare doing. Finally, you might consider joining an organization which ishighly bureaucratic in that the work and the rewards are highly formalizedand little is left to the boss's discretion. Best of all, try taking a jobin which there is considerable spatial distance between you and yourboss, but beware of the remarkable reach of the Blackberry.Perhaps not surprisingly, the substitutes for leadership theory hasstrong intuitive appeal for those who do not subscribe to the importanceof leadership in organizational processes. It serves quite effectively totake the wind out of the sails of leadership scholars who trumpet thecentral importance of leadership in organizational success and failure. Ithas, however, failed to lead to much in the way of subsequent research,serving primarily as an act of protest. A series of exchanges published in<strong>Leadership</strong> Quarterly may, however, succeed in generating further theoreticaland methodological refinements to the substirutes for leadership,particularly as it applies to strategic leadership at senior levelswithin organizations (Dionne, Yammarino, Howell and Villa, 2005).Boas Shamir characterizes the way in which the substitutes for leadershiptheory perceives of the follower's role as an extreme version ofseeing followers as moderators of leadership. ]n common with this perspective,the specific activities of followers in substituting for leadershipare uot actively theorized. The theory has been developed primarily tode-emphasize the significance of the leader but it does not do a lot toexplicate the role of followers in creating leadership. As we shall see inthe following section, the next group of theories have made this tasktheir central concern.followers as constructors of leadershipIn this section we will talk about research that has examined the way inwhich followers make or construct leadersh ip. These researchers arepreoccupied with the thoughts of followers, most especially how theyconstruct and represent leaders in theic thought systems. They make thefundamental point that leadership is essentially in the eye of the follower.Unless followers recognize it as leadership, it isn't leadership. Wewill distinguish between three groups of theories that have identified adifferent aspect of this construction process: the romance of leadership

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