Neil on Leadership

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University of Queensland Business School, Australia

Thinking about Leadership

Associate Professor Neil [email protected]

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Totalstudents 48,804

Internationalstudents 11,513frommorethan142countries

Undergraduatestudents 36,219

Postgraduatestudents 12,585

Cultural Morethanninemuseumsandcollections,

includingtheUQArtMuseumintheJames

andMaryEmeliaMayneCentre

Clubsandsocieties Morethan190clubsandsocieties

Staff(Fulltimeequivalent) 6,892

UQ Fast Facts (March 2014)www.uq.edu.au

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MBA program ranked number one in Australia and Asia Pacific and 14th in

the world by The Economist magazine...

Ranked as one of the worlds top 50 universities for Executive Education by

the Financial Times

Ranked one of the top three business schools in Australia for Management

Research

Classed as above world standard in four fields of research in the Australian

governments research assessment exercise - accounting, finance,business and management, and marketing

UQ Business School staff members have been awarded National Awards

for Teaching Excellence

One colleague was named the 5th Best Innovation Blogger in 2011 by

Innovation Excellence website

Business School Fast Factswww.business.uq.edu.au

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More than 25 years experience as a senior manager and consultant

in public, private and community sector organisations in Australia,

India and Holland

Academic background in Mathematics, Statistics, Counselling,

Psychology, Leadership and Organisational Behaviour

Recipient of 5 teaching awards and I research award

Teach in MBA program a course on Leading People and Teams

Director of Social Economic and Engagement Program involving

MBA students

Current activities involve teaching, research, and consulting

Neil Paulsen Fast Facts

Based on my background and experience, I have

always been interested in how people function as

individuals and in various group and organisational

contexts

How do people function as individuals, in groups, in

organisations, and in their communities? What is the role of group identities in shaping

peoples lives and experiences?

What is the role of leaders in influencing outcomes?

Research Interests

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Leadership

Organisational change

Organisational culture

Group and team dynamics

Role of leadership and group identity in group

and team effectiveness

Leadership transitions

Research Themes

A special case of interpersonal and social

influence

Relationship between leadership, power,

influence, and persuasion

Is there a difference between leadership and

management?

What is Leadership?

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Managers do things right.Leaders do the right thing.

Managerscontrolcomplexity Makethechangeoccur Setthedirectionforconstructive

change Relatetowhattheeventsand

decisionsmeantothepeopleinvolved

Focusonaligningpeople Communicate

the

direction

Achievecommonunderstandingofthevision

Influencepeopletoachievegoalsandobjectives

Motivate,inspireandenergise Keeppeoplemovingintheright

direction,despiteobstaclestochange

Leadersproduceusefulchange

Bringorderandconsistencyworkwithinthecurrentsystem

Managebyplanningandbudgeting

Relatetohowthingsgetdone

Developcapacitytoachievethrough

organisingand

staffing

Encourageresponsibilityforperformanceandproductivity

Ensureplansareaccomplishedbycontrollingandproblemsolving

Relyonsystemsandstructures

Managers versus Leaders

Think of one person whom you think is a great

leader

What characteristics does this person have?

What does this person actually do?

Think

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Traittheory

Behaviouraltheory

Situationaltheory/contingency

theory Charismaticleadership

TransformationalvsTransactionalLeadership

LeaderMemberExchange

Valuesbasedleadership

Distributedleadership

Sharedleadership

Servantleadership

AuthenticLeadership

Identityleadership

Adaptiveleadership

Approaches to Leadership

Charismatic leadership

Transformational Leadership

Servant Leadership

Authentic Leadership

Identity Leadership

Contemporary Perspectives onLeadership

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Charismatic leaders are those leaders who, by force of

their personal abilities, are capable of having a profound

and extraordinary effect on followers

Characteristics

Self-confidence

A vision

Ability to articulate the vision

Strong convictions about the vision

Behavior that is out of the ordinary

Perceived as being a change agent

Environment sensitivity

Charismatic Leadership

People who possess self-awareness of, and act in

accordance with, their values, thoughts, emotions,

and beliefs (Harvey, Martinko, & Gardner, 2006) and

are future-oriented (Luthans & Avolio, 2003).

Characteristics of authenticity include self-awareness; relational transparency; authentic

behaviour; and a capacity for balanced processing

Authentic Leadership

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Knowyourselfandyourorigins

better

Returntoyourroots

Avoidcomfortzones

Gethonest

feedback

Buildrichpictureofyour

environment

Removebarriersbetween

yourselfandothers

Empathise passionatelywithstaff

Letothersknowwhatisunique

andauthenticaboutthem

Getthedistanceright

Sharpenyour

social

antennae

Honordeeplyheldvalues

Developresilience

Establishing Authenticity

(Goffee & Jones, 2005)

See also Why should anyone be led by you?

Unaware

and clumsy

Inauthentic

role players

Maverick Effective

leaders

Skill

Authenticity

Low High

Balancing Authenticity and

Skill

Low

High

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Leadership as social identity management

Identity prototypicality: Being one of usRepresenting the unique qualities that define the group

Identity advancement: Doing it for us

Advancing and promoting core interests of the group Identity entrepreneurship: Crafting a sense of us

Bringing people together by creating a shared sense of we andus

Identity impresarioship: Making us matterDeveloping structures, events, and activities that give weight tothe group's existence

Identity Leadership

Overemphasis on the individual

Overemphasis on simple recipes for leadership

Less need for recipes, more need for reflection

Hero worship

Leadership and grandiosity (as well as fantasy)

Espoused theory vs theory in use

Leadership is contextual and relational and done incomplex and uncertain environments

Action, process, and relations are more important thanthe what of leadership

Leadership (as we often connote it) is rare

Leadership: A Crit ique

Mats Alvesson, Lund University

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Range of theoretical and applied perspectives

Leadership initiates strategies for change a vitalcompetence

Appropriate leadership for different situations

(contingency; adapt to different environments;understand the context)

Transform and sustain growth with the best-fitleadership style

Role of authenticity and integrity

Summary

Gardner, W.L., Avolio, B.J., Luthans, F., May, D.R., & Walumbwa, F. (2005). "Can you see

the real me?" A self-based model of authentic leader and follower development. The

Leadership Quarterly, 16(3), 343-372.

Goffee, R., & Jones, G. (2006). Why should anyone be led by you? Harvard Business

School Press: Boston, Mass.

Goffee, R., & Jones, G. (2005). Managing authenticity. Harvard Business Review

(December), 87-94.

Goleman, D. (2000). Leadership that gets results. Harvard Business Review (March-

April), 78-90.

Steffens, N.K., et al. (2014). Leadership as social identity management. The Leadership

Quarterly (in press), http://dx.doi.org/10.1016/j.leaqua.2014.05.002

Walumbwa, F.O., Avolio, B.J., Gardner, W.L., Wernsing, T.S., & Peterson, S.J. (2008).

Authentic leadership: Development and validation of a theory-based measure. Journal of

Management, 34(1), 89-126. doi: 0.1177/0149206307308913

References

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Questions?

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Neil on Leadership

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