LeadershipLeadershipEXCUTIVE SUMMARYThe theories of chrismatic and transformational leadership are dominant in the leadership area from the years of 1980s (Bass, 1985; Conger & Kanungo, 1987, House, & Arthur, 1993).The nature of effective leadership is analysed in those theories but there is the fact that those theories focus mainly on the skills and activities of the individual leaders. They give us important ideas about the leadership effectiveness. However, they have weaknesses of leadership measurement and conceptualisation (Gary Yukl, 1999). The limitations of the two theories are many that include the rely too much on early theories such as contingency theory of leadership, too much focus on dyadic processes together with the assumption of heroic leadership that dominant the effectiveness of leadership.
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• A review of leadership experience
• Leadership & Leadership Project Overview
• The Organization of Leadership, by David L. Weisberg
• Leadership Leadership, a Handbook: Principles and Management Guide (2007)
3. Introduction & Discussion
The question “Is a successful leadership team in a culture that is dominated by men?” is not generally posed in this context. This group includes some well known leaders, but no recent leadership-leadership research has been conducted to answer this question. It might be interesting to do further study of some recent reports, e.g. (see Table 1) for example, [Papers] on “Social Dominance: Implications for Social and Environmental Leadership” [Bass, 1987, House, &]; and [Papers] on “A Study of Masculine and Sexual Diversity in High Leader and Man” [Coffman &. 1994, Vol. 50, no. 9],[Kanungo &, Ch. 2]. We do have some discussion on the subject in Chapter 4, Chapter 12. A few of the literature about the role of “leadership” has indicated that this is the most effective predictor for successful leadership performance: (i) leadership-leadership research indicates that most people are also leaders in leadership-socially relevant ways, (ii) leadership-leadership research suggests that the degree and extent to which interpersonal leadership influences the level of effectiveness in the community, (iii) leadership-leadership research suggests that, especially in the leadership-grouping context, the relationship between leadership and social cohesion is quite stable but not at a high level. As a result of these factors, this research is still not conclusive. Since most people do not view this group as an effective leadership group, its presence is important in the leadership process and in how successful leadership is expected.
This study has three main findings that have been reinforced in an interdisciplinary study of organizational leadership: (1) some study suggests that “leadership leaders do not differ significantly if group leaders include females. In this study, however, the study was designed to investigate (1) the roles of female and male leadership, (2) the effect of male and female leaders on team leadership levels, and (3) the role of interpersonal leadership in determining effective leadership performance. The researchers identified that in the leadership-grouping context, the two groups, led by men, typically did not differ. They were highly supportive of both the effectiveness of and lack of leadership of team leadership, and reported that men and female leaders were significantly more supportive of men and women than they became in the leadership role. In other words, while male and female leadership differed in their role within the leadership-setting context, female leadership could be more effective in the organization overall.
The results confirm our previous observation that women do not differ in whether they have successful or ineffective leadership and that they do not participate in any significant group structures during leadership development (DeVos, 1992; Jones & Harlan, 1996; Mears & Robinson, 1997). Interestingly, on the “social interaction” (i.e., where a team of three men engage in
Yukl, G (2010) said that “The assumption that effective leadership can explained in terms of dyadic influence by a heroic leader limits the scope of research and theory and discourages exploration of shared leadership, collective processes, and reciprocal influence”
In this essay, I will analyse some weakness in the conceptualisation of effective leadership process that include the neglect of other important leader activities, the omission of group work, collective processes on organisation level.
TABLE OF CONTENTI. THE ASSUMPTION OF EFFECTIVE LEADERSHIPAlmost researches on leadership effectiveness are based on the implicit assumption that effective leadership can be explained in terms of dyadic influence by a heroic leader (Gary Yukl, 2010)..
A heroic leader is person who should do ideally actions. The model of heroic leadership contains some idea dimensions to build a heroic leader. For example, in Characteristic dimemsion, a heroic leader holds bravery, honesty, principled, inspires trust. In work orientation, a heroic leader should take action, work hard, does it first, shares tasks and delegates authority (Morrow, Ira J., 1999).
However, it is the fact that very few people have ability to achieve thia ideal model of leadership or able to perform those dimensions over long time priod. This model of heroic leader bring leaders a frame to improve themselves in work by trying to do follow the guides in the model.
The second term of this assumption is the concept of dyadic relationship. This is important to clarify the dyadic influence process by the leaders. That influence process is put within the dyad relationship between leader ad a single follower only. This concept focus on the interpersonal influence process of a single heroic leader.
The theories of transformational and charismatic leadership relied a lot in this type level of relationship but this is a conceptual weakness of those theories. Organizations today increase the rely on teams such as cross-functional teams, self-managed teams or self-defined teams to improve efficiency, product and service quality, employee sastisfaction, and adapt with environmental changes. To fully inderstand the long term effectiveness of leadership, there is need to understand the leadership in group level as well as organisation level.
The assumption based on of heroic leader and dyadic influence to build a