Leadership
is about interpersonal relationships with people individually and collectively and includes activities such as giving direction and motivating people.
Requirements of effective leadership
that a leader clearly understands the business environment, industry, stakeholders, available resources as well as the organisation itself, and takes strategic action, as required, to ensure a performing and sustainable organisation that is integrated into society.
To lead in a VUCA environment, a suite of cognitive readiness competences is needed, including the following
-Mental cognition
-Attention control
-Sense making
-Intuition
-Problem solving
-Adaptability
-Communication
Mental cognition
which is the ability to recognise and regulate one’s thoughts and emotions
Attention control
which is the ability to manage and focus one’s attention
Sense making
which is the ability to connect the dots and see the bigger picture
Intuition
where a person considers their instinctive feelings.
Problem solving
which is the ability to deal with challenges by using analytical and creative methods.
Adaptability
where a person is willing and able to change and adapt their behaviour and thinking as the situation changes.
The characteristics of ‘wicked problems’ include:
-They are challenging to describe
-There is no knowing when you have the solution
-There are countless possible solutions
-The solution is neither right nor wrong
Understanding leadership
-Leadership involves influencing others to act willingly towards the attainment of a goal.
-It is based on interpersonal relationships and not administrative activities and directives.
-In everything a leader does, they need to be ethical, doing right not only in what they aim to achieve, but also in how they do it
Leadership as a function of power
-Legitimate power
-Reward power
-Coercive power
-Referent power
-Expert power
Legitimate power
Influence based on the leader’s formal position in the organisation’s hierarchy
Reward power
The influence stemming from a leader’s ability to satisfy followers’ needs
Coercive power
The ability of a leader to obtain compliance through fear or punishment
Referent power
Influence based on followers’ personal identification with and respect for the leader
Expert power
A leader’s specialised knowledge and/or skills
The leader’s use of different types of power can lead to one of three types of behaviour in followers
-Commitment
-Compliance
-Resistance
Commitment
Committed employees are eager to meet the expectations of the leader and strive to do so actively and with passion
Compliance
Employees who merely comply with the expectations of the leader only do what must be done, usually without much enthusiasm.
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Chapter 122
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Chapter 1.222
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Chapter 1.316
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Chapter 221
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Chapter 2.223
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Chapter 2.31
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Chapter 420
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Chapter 4.218
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Chapter 722
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Chapter 7.219
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Chapter 7.320
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Chapter 7.423
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Chapter 820
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Chapter 8.221
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Chapter 8.320
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Chapter 8.420
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Chapter 921
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Chapter 9.220
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Chapter 9.322
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Chapter 9.45
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Chapter 1020
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Chapter 10.216
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Chapter 1120
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Chapter 11.220
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Chapter 11.320
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Chapter 11.43
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Chapter 1220
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Chapter 12.220
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Chapter 12.320
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Chapter 12.47
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Chapter 1320
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Chapter 13.220
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Chapter 1420
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Chapter 14.218
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Chapter 1520
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Chapter 15.220
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Chapter 15.37
