Chapter 10 - Leadership Capabilities for Emerging Leaders Flashcards
History of leadership scholarship
Behaviours (not all are desirable –> Contingency theories (adapt behaviours for context) –> Transformational and charismatic models.
Leadership
Process of influencing others to understand and agree about what needs to be done, how to do it and process of facilitating individual and collective efforts to accomplish shared objectives.
Practice of leadership is messy and complicated but insights from theory and research can help.
Workplace Leadership Capability Framework
People (interpreting and influencing, working with others, developing and empowering)
Execution (professional acumen, judgement, goal orientation)
Strategy (focusing on the future, managing change, navigating complexity)
Interpreting and Influencing
Able to interpret needs, behaviours and attitudes of subordinates and influence them to develop goals
Working with Others
Developing protective relationships with colleagues, managers and other stakeholders
Developing and Empowering
Manage talent of employees, extend knowledge, decision making power for others, communicate meaningfulness of task
Professional Acumen
Expert in organisation, know procedures, departments etc.
Judgement
Analytical skills, take right information to make decisions
Goal Orientation
Getting things done, achievement orientation, set goals for subordinates
Focusing on the Future
Long term perspective, develop vision communicated to employees, direction, overall guidance
Managing Change
Anticipating change, actively implement change
Navigating complexity
Understanding dynamic business environment, exercise right behaviour depending on context
Improvising leadership
You can improvise being a bad boss but you can’t improvise good leadership.
