Leadership in Organizations

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Criticism: study based on men and ignores female concerns. Women resolve conflict and dilemmas from a different starting point, based on care. This criticism led to a new model: Garol Gilligan’s Stages of Moral development Stage Goal Pre-conventional Main driver is survival. Decisions based on what is ‘best’ for the individual Transition begins with a move from selfishness to seeing a responsibility for others Conventional Self-sacrifice is seen as good and moral. Helping others over the needs of self is seen as the right thing to do Transition is when there is an appreciation that as an individual it is okay to have wants and needs too Post-conventional As well as a broader understanding of how society works, the individual is committed to non-violent solutions and creative resolution of conflict that meets the needs of all parties. There are many reasons for (un)ethical decisions. See book and lectures for more. Whistleblowing: an individual raises awareness of poor, bad or illegal practices to a broader audience - The individual may believe there is wrongdoing inside an organization and this can only be righted by exposure to public scrutiny. The belief drives them to speak sensitive, confidential, or embarrassing information to a wider audience. 24
Chapter 12 Diversity & Leadership Diversity can bes een in different things. Man/woman, diversity whithin teams, diversity within the market etc. By being diverse, organizations can avoid some of the negative aspects of having a leadership paradigm that only reflects part of their stakeholders’ values. There is an idea of some researchers that leaders should be men. In this way it leads to a self-fulfilling prophecy of men having a stranglehold over leadership roles. Discrimination: ‘any conduct based on a distinction made on ground of natural or social categories, which have no relation either to individual capacities or merits or to the concrete behaviour of the individual person. NCVO defines diversity in the context of organizations as ‘a successfully diverse workforce is one that contains people at all levels who have a range of different characteristics and who have been recruited on the basis of their abilities and competence to do the job’. - Presents the leader many challenges: people with different skills, needs, wants. Identity theory • Individuals are driven to develop a positive image of themselves and look for opportunities to build self-esteem. o For example, associate with other individuals to reinforce and build on this sense of ‘self’, possibly by affiliating oneself with a group → in-group is the negative consequence when this goes too far. So, identifying with a group, but when you think that your group is superior can create and ingroup and out-group effect. • By showing favouritism to those perceived as being in your Group, and by discriminating against those in the out-group, an individual builds self-esteem. Mummendey (1995) – ‘Positive distinctiveness’ (us VS them) via a three-stage process • Stage 1: categorization. In order to process all the information that we are revealed to, our brain categorizes this information. Male/female; white/black; Scottisch/Welsch etc. When you put something in one group, you assume it has the same characteristics and traits as that group. Criticism: other views that do not belong to the group can be ignored. • Stage 2: identification. We define ourselves in the categories and adopt the behaviour of the groups we wish we can belong to. It gives us a sense of perspective. We can belong to several groups (student, musician, female etc.) • Stage 3: comparison. You compare your group with another. Either you make yourself better, or you talk bad or other groups. Groups begin to compete. Differences between groups need not actually exist, they are 'perceived differences'. 25
Page 1 and 2: Leadership in Organisations Roe, Ke
Page 3 and 4: Chapter 2 Trait theory - descriptio
Page 5 and 6: Chapter 3 Behavioral models Summary
Page 7 and 8: and harmony of employees is importa
Page 9 and 10: Likert - Management System: leaders
Page 11 and 12: • Subordinate expectations: expec
Page 13 and 14: 6. Missionary (low task/high relati
Page 15 and 16: Three basic assumptions of the mode
Page 17 and 18: Black box: Fiedler doesn’t answer
Page 19 and 20: Clayton (2010) suggested two more r
Page 21 and 22: Know what the solution would look l
Page 23: Kohlberg (1984): humans are capable
Page 27: • GLOBE project: aim of determini

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