Category: ETAD 898

Summary – Leadership Theory & Competency Frameworks

Summary of
A Review of Leadership Theory and Competency Frameworks

By. R. Bolden, J. Gosling, A. Marurano and P. Dennison
June 2003
(PDF)

If you are looking for a quick overview of leadership theories, Bolden, Gosling, Marurano and Dennison succinctly review the key points of a variety of leadership theories ranging from trait based through to transformational leadership.  Each section provided a quick summary of the key theoretical aspects and touched on a variety of leadership theories including:

  • trait based leadership
  • behavioral
  • situational
  • contingency
  • transactional
  • transformational

Of interest is how the focus of the research has expanded to not only include the leader but the followers and situational context.  The authors noted that there is no one size fits all leadership style and each theory lends itself to different styles, followers and situations (p. 8).   Bolden et. al. reviewed several leadership models and competency frameworks by notable organizations such as Federal Express, Lufthansa, Shell, Ministry of Defence, and the National College for School Leadership.  Each framework highlighted priorities and characteristics unique to its developing company, yet there were many similarities when you moved beyond the choice of language descriptors.

Bolden et. al. selected and briefly over viewed six leadership development initiatives each designed to develop certain characteristics in their participants.  This section provided links for follow up.  Next, the authors examined how to provide governance to the different roles within legal and ethical frameworks.

Lastly, Bolden et. al. reminded us to be thoughtful when considering leadership theories as many theories fail to mention the role of the followers and the complimentary leadership skills needed for success. I agreed with their conclusion that many leadership attributes have been identified and frameworks developed but most importantly the value lies in the process of developing a model.  What seems to be missing in much of the leadership reading that I have done so far is as Bolden et.al. noted.  Where do we go once theories and frameworks have been developed?  What are the highest impact strategies that help build effective leadership? And is the process ever really finished or does the framework continually need to evolve?

Although somewhat dated (June 2003), the most helpful part of this article  for me was the overview of theories at the start and reflection on leadership at the end.  As I read through each theory, I began to see connections to both the education and business worlds in which I work.  Each perspective offers an insight into characteristics that will enable you to be considered more leader like, but each theory’s strengths apply to different types of situations, followers and organizations.  Perhaps it’s my eclectic learning style, but at this point I’m most likely to add the relevant points from a variety of theories to my leadership toolbox.  Leadership and what makes a person a leader is much more complicated than it first appears.

I wonder how often we stop to think about why we follow the leaders we do and does who we follow say more about us than the leaders themselves?

 

Bolden, R., Gosling, J., Marturano, A., & Dennison, P. (2003). A Review of Leadership Theory    and Competency Frameworks. Crossmead: University of Exeter. Retrieved from http://www.fcsh.unl.pt/docentes/luisrodrigues/textos/Liderança.pdf

Summary of Leadership Styles in Synchronous and Asynchronous Virtual Learning Environments

A Summary of
Leadership Styles in Synchronous and Asynchronous Virtual Learning Environments

Article By
Stefano Ruggieri, Stefano Boca and Maria Garro (PDF)

There is a difference.  Face to face leadership is different than virtual leadership.  Ruggieri, Boca and Garro highlighted that while face to face leadership is established through physical presence including “body language, vocal inflection, eye contact and clothing” (p. 98) along with comments from inside the group. Virtual leaders are challenged by the technology. “The medium forces the leader to adopt other indicators to let followers know he/she is in charge, which include frequency of intervention, small delays between request and responses, being (almost) always available” (p. 96).  How you recognize the leader happens in different ways online.

Ruggieri, et. al. noted that virtual team research reinforced that transformational leadership develops higher levels of “trust, performance and job satisfaction compared to those of transactional leadership”(p.97) yet it’s still lower than face to face situations. Virtual communication occurs synchronously in real time through video conferencing or live chats or asynchronously at different times through discussion threads or email (p. 97-98). The authors noted text based communication as the most commonly studied medium. Text has many positives including the capability to enable many people to contribute at once (p. 98).

A good reminder for all of us is the caution that typing speed along with the ability to decode and read can significantly influence a person’s ability to participate, which may not be indicative of their ability to contribute to the group but of a language barrier (p. 98).  An important reminder for all of us as educators of EAL students and for team leaders with large cross country teams.  Our preferred medium may be text but not everyone may be able to fully participate and contribute.

The authors explained Henri’s method for examining the 5 dimensions of the learning process through online communication because not only are the number and frequency of messages important, but the meaning and learning embedded within the exchanges. Ruggieri, Boca and Garro studied synchronous and asynchronous communication within text based problem solving groups with transactional and transformational leaders.

The researchers noted online groups led by a transformational leaders resulted in”an increased level of cognitive and metacognitive communications” (p. 100) which in turn led to leader behaviour which encouraged self awareness and personal growth, as well as, enhanced levels of “proactive personality and team identification” (p. 101).  Because the transformational leader builds the skills of the followers, they “have the ability to influence the emotional climate of the work group” (p. 101).  The chosen interactive medium is a tool that also shapes group communication differently than face to face interactions.

Overall, Ruggieri, Boca and Garro provide an insightful look into the world of virtual leadership and how your online leadership style has the potential to affect motivation and effectiveness of your team.

As a team leader, I’ve often wondered how to lead online and this article provided an interesting look into how technology impacts our communication, leadership and in turn our team results.  Whether it’s a large scale home based business Facebook group or a ETAD discussion forum, leaders will emerge.  The groups I’ve most enjoyed follow a transformational style where I’m inspired to join in and participate rather than because I have to.  As I reflect back on 9 online classes, some of our most insightful, interactive and asynchronous conversations have developed in our groups with transformational leaders that encouraged us to share our ideas without the fear of being wrong.  For the real learning is in the sharing of and reflecting on ideas.  You don’t grow unless you share, make connections and think more deeply.

Ruggieri, S., Boca, S., & Garro, M. (2013, October). Leadership Styles in Synchronous and Asynchronous Virtual Learning Environments. The Turkish Online Journal of Educational Technology, 12(4). Retrieved from http://files.eric.ed.gov/fulltext/EJ1018022.pdf

 

 

 

 

A Summary of Leadership: Current Theories, Research, and Future Directions

A Summary of
Leadership: Current Theories, Research,
and Future Directions

By Bruce J. Avolio, Fred O. Walumbwa, and Todd J. Weber

Avolio, Walumbwa and Weber provided a detailed integrative review of leadership theories and current research paired with suggestions for future research.  The authors reflected on key leadership theories including:

  • Authentic Leadership
  • Cognitive Psychology
  • New Genre leadership
  • Complexity leadership
  • Shared, Collective or Distributed leadership
  • Leader-Member Exchange
  • Followership & Leadership
  • Substitutes for Leadership
  • Servant Leadership
  • Spirituality and Leadership
  • Cross Cultural Leadership
  • E-Leadership

Interestingly, Avolio, Walumbwa and Weber (2009) noted a holistic trend in leadership research that has shifted to include a stronger focus on “not only the leader, but also on followers, peers, supervisors, work setting/context, and culture” (p. 422), as well as, positive forms of leadership. Examining the actual process of leadership and alternative ways to examine leadership were also mentioned.  The authors commented that we are likely to see a greater use of mixed method research design including a greater emphasis on qualitiative data collection (p. 441-442).

Are leaders born or made?

Avolio et. al. noted preliminary evidence suggested 30% of leadership style is genetic.  The other 70% depended on life context including your home life and those around you at work (p. 425).

Does it matter if you are more interested in learning about leadership?

Avolio et.al. explained one’s motivation to learn or developmental readiness does impact your learning.  Individuals who are are more motivated will “embrace trigger events that stimulate their thinking about their own development as an opportunity tot improve their leadership effectiveness” (p. 426)

The authors explained the role of the follower is an important area for continued reasearch.

Connections:

– In “The Switch” Chip and Dan Heath talk about the importance of people adopting identities.  Avolio cited the Lord & Brown (2001) model of how leaders can influence follower behavior.  The first was relating to the follower’s values.  The second point noted leaders “activating a specific identity to which followers can relate, creating a collective identity” (p. 427).  Identities change over time so the identity leaders choose to share can impact the effectiveness of the change that they are trying to implement.

Leadership Connections:

This article introduced the concept of E-Leadership or virtual leadership “where individuals or groups are geographically dispersed and interactions are mediated by technology.” (p. 440).  Avolio et. al. explained that e-leadership comes with it’s own set of challenges including different time zones, communication challenges, variance in hardware and software, as well as, local priorities (p.440).  Furthermore, traditional leadership models, which as Zigurs noted are built primarily on face to face interactions, may not fully explain how virtual teams work (p. 440)

Business Link:

  • Color By Amber link – Avolio et.al. explained shared leadership as “an emergent state where team members collectively lead each other” (p. 431). The authors noted that this type of leadership develops throughout the lifespan of the team and further develops the interpersonal relationships of the team members. Because Color By Amber launched in Canada in August 2014, I had the opportunity to be part of the launch.  This included the opportunity to work with leaders across Canada.  In response to team member questions and the desire to grow a positive sharing culture where team members empowered each other, our Canadian leaders opted for a culture of shared leadership which continues today on our Canadian Team Facebook group.  It’s not a hierarchy.  It’s a culture of sharing regardless of upline, downline or a different team’s line. The purpose is to help each other grow stronger and provide better service to our customers.
  • The section on e-leadership is one that I am currently pursuing.  I wonder as the authors noted how does e-leadership work?  How do you build the know, like and trust factor?  This article was also written in 2009, which means that there are tremendously different types of technology available to facilitate face to face distance interactions.

Overall this article provided a detailed, academic, overview of different theories of leadership and related research.  I appreciated the author’s future focus summaries which pointed out areas where more research is still needed.

Annual Review of Psychology

Leadership: Current Theories, Research, and Future Directions
Vol. 60: 421-449 (Volume publication date January 2009)
DOI: 10.1146/annurev.psych.60.110707.163621

PDF: http://www.annualreviews.org/doi/pdf/10.1146/annurev.psych.60.110707.163621

What’s Leadership anyway?

An Overview of
Understanding Your Leadership Style 
By Chris Laney

Laney offered a brief overview of Goleman’s 6 styles of leadership (commanding, visionary, affiliative, democratic, pace setting, and coaching) and asked the reader to reflect on their style of leadership. He mentioned transformational, charismatic, servant, transactional and symbolic as other styles that we often hear in the media.  He reminded us that regardless of which style you are the more important piece is being flexible in your style.  Being able to understand  your context will help you choose a style that meshes best with your audience.

Leaders are always growing and reflection is part of that process. Have you thought about what kind of leader you are?

 

Laney, C. (2015, November 23). Understanding You Leadership Style . Retrieved from Linked In Pulse: https://www.linkedin.com/pulse/understanding-your-leadership-style-chris-laney

Summary of Skills You Need – Leadership Website

An Overview of
Skills You Need – Leadership
(Website)

This website explains both the traditional and more recent definitions of a leader, as well as, summarizing Daniel Goleman’s 6 styles of leadership (Coercive, Pace-setting, Authoritative, Affliative, Democratic & Coaching).  The website goes on to suggest steps to develop your leadership style, which includes a reminder that “the best leaders create other leaders, not followers” (Develop Your Leadership).  Ethical leadership is covered in the next section and draws from Stephen Covey’s four levels of principle centered leadership and suggested the concept of inside out thinking will change your perspective.  Leader or manager?  Have you stopped to think about the difference?  This website goes on to explain that leadership is not the same as management. There’s a difference in perspective and how we think about the challenges we face.  While many leaders are managers, not all managers are leaders.  The website explained a brief overview of leadership theories and how they have evolved since the early 1900s. The leadership section wraps up with an interesting overview of what it means to be an entrepreneur and the skills most often demonstrated by entrepreneurs.

This website offered a quick overview of leadership and its various components.  Each page offered links to further skill development within the larger skill development website. Pages often included embedded advertisements along with the opportunity to purchase more detailed books/training from the website. Regardless of the ads and option to purchase this website provided an interesting introduction to leadership and offered connections to other research.

I found the entrepreneurship section interesting as I’m also a home based business owner and could relate to the aspects mentioned. In the entrepreneurial skills section, the writers quoted Howard Schultz, Chairman and CEO of Starbucks, “I think if you’re an entrepreneur, you’ve got to dream big and then dream bigger” (Skills You Need – Leadership – point #3). It reminded me of what Talley Goodson, Founder of Color By Amber, shared with us on our last evening in San Cristobal, Chiapas, Mexico. We had just spent 2 days meeting and learning from the artisans that create our intricate, Mexican interlayers.  As he shared part of his life’s journey, how he built the company from scratch and why what we do makes a difference, he said anyone can make a difference.  The reason that some people have a bigger impact is because they dream bigger and bigger.  They see the vision on a broader scale and they go for it.

Leadership depends not only on the individual but your team and the changing contexts that we live in.  A true leader understands the situation and their team and consciously or unconsciously chooses a style that best matches the needs of the situation.

SkillsYouNeed (2016) What is a Leader? [online] available at http://www.skillsyouneed.com/lead/leader.html (Accessed July 7 2016)