Leadership Concepts & Models

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Questions and Answers

In the context of decision-making, how does bounded rationality MOST significantly challenge the idealized rational model, particularly for directors?

  • It asserts that directors can overcome personal biases by adhering strictly to statistical models, thereby achieving objectivity in decision outcomes.
  • It recognizes that directors operate with incomplete information and limited cognitive capacities, impacting their ability to make perfectly rational decisions. (correct)
  • It implies that directors must dedicate extensive resources to gather exhaustive information, irrespective of time constraints, to ensure optimal choices.
  • It suggests that directors should prioritize gut feelings over data analysis, as intuition inherently leads to better strategic choices.

Considering the Mayer-Salovey Four-Branch Model of emotional intelligence, which branch is MOST directly compromised in individuals exhibiting traits associated with the 'dark triad'?

  • Emotional facilitation of thought, since psychopathic tendencies directly inhibit cognitive flexibility required for emotional appraisal.
  • Emotional management, given the exploitative behavior and disregard for others' feelings characteristic of Machiavellianism. (correct)
  • Emotional understanding, due to inherent impairments in recognizing the subtle interplay of emotional blends and contradictory states.
  • Emotional perception and expression, as narcissistic individuals commonly exaggerate their emotional displays for manipulative purposes.

With the aim of bolstering psychological safety, what action would be MOST imperative for a board to adopt following a period characterized by repeated project failures and suppressed dissenting opinions?

  • Implementing rigorous after-action reviews while assuring that any missteps are directly linked to tangible and measurable performance infractions.
  • Affirming explicit protections that encourage honesty and candor while assuring that there will be no recrimination for respectfully voiced contrary viewpoints. (correct)
  • Instituting a series of team-building activities purposefully designed to foster group cohesion while strategically downplaying any previous disagreements.
  • Restructuring the board’s communication conventions to ensure information is thoroughly vetted, minimizing reliance on subjective and unverifiable data.

Regarding the interplay between leaders and followers, what behavioral norms would be MOST integral for directors to cultivate throughout an organization to promote a culture of robust, ethical decision-making regarding ethical corporate governance?

<p>Prioritization of transparent and candid discourse from followers across all organizational hierarchies, explicitly valuing dissenting opinions. (C)</p> Signup and view all the answers

Considering the application of social identity theory and self-categorization theory in leadership contexts, what action would a director of a newly merged organization prioritize to foster a cohesive team identity amongst originally disparate factions?

<p>Fostering an organizational atmosphere with openness, endorsing the legitimacy of distinct groups, and cultivating shared overreaching aims. (C)</p> Signup and view all the answers

During periods of organizational change, which approach enables team cohesion and effective leadership-followership at an optimum level?

<p>Distributed Leadership: fosters commitment, distributes responsibilities, enabling expertise at all levels for dynamic adaptation. (C)</p> Signup and view all the answers

Contrasting conventional command-and-control with contemporary social-engagement leadership approaches, which action MOST effectively cultivates an ethical and innovative organizational culture?

<p>Promoting collaborative problem solving, distributed decision-making, egalitarianism. (B)</p> Signup and view all the answers

What attribute is MOST indispensable for boards to adopt an agile strategic navigation to manage continuous volatility and ambiguity?

<p>Adaptable leadership mentality combined with openness to experimentation. (A)</p> Signup and view all the answers

Which assessment criteria is MOST essential when evaluating a board's effectiveness considering their ability to adapt an organization under volatile conditions?

<p>Examining adaptability regarding high-performing and dysfunctional board behaviors in a dynamic environment. (D)</p> Signup and view all the answers

Which action would be MOST strategic for a board seeking to cultivate a climate encouraging ethical conduct given a significant risk of non-compliance?

<p>Increasing the accessibility of channels to discuss/resolve concerns for a wide audience, leading to awareness and transparency. (B)</p> Signup and view all the answers

In addressing team dysfunction, which approach would have the MOST foundational implication by the chart or task owner?

<p>Cultivating psychological safety. (B)</p> Signup and view all the answers

Flashcards

What is Leadership?

Involves an individual influencing others to move towards a common goal. Leaders need followers.

Leadership vs Management

Managers focus on stability; leaders on innovation. Managers ensure efficiency; leaders inspire agreement on what to do.

Inspiration in Leadership

Leaders inspire action through vision and energy. Charisma, though powerful, has a dark side if values misalign.

Board Primary Function

Board role to set vision, purpose, and values to create long-term value; ensure understanding at all levels.

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Organisational Vision

A company's top-level driving mechanism, crafted over a realistically long-term horizon, answering 'what' and 'where'.

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Organisational Purpose

An organization's reason for being, setting out its philosophy and ethos and answering 'why'.

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Strategy and Motive Force

Vision and purpose have long time frames, the first strategy is designed to take the organisation in the desired direction.

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Organisational Values

The behaviours the organization and its people should exhibit, answering the 'how' question.

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Effective Leadership

People take responsibility, find potential, and have the capacity and courage to develop potential.

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Leaders at All Levels

Directors need to focus on keeping their business creative, agile, and entrepreneurial.

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Adapting Leadership Style

Leaders need to be able to adapt their leadership style to suit the needs of the individual, team, or organization.

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What is effective, fast leadership?

Recognize and respond to various circumstances and adapt to be the success or failure of leaders

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Leaders and Followers

Leaders are concerned with the need to do the right thing even the path is unclear what needs to occur.

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What is great leadership skills?

Leaders need to think strategically and make sure that their work is efficient.

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How is a board run well?

Leaders need to be held accountable for their actions.

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The Key to leaders to take on a new team.

The directors traits need to be understood in their leadership.

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What do followers want?

Followers want real, trustworthy leaders, not constructs.

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For the modern workplace.

A key determinant of the organization that requires an abundance of different people.

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Followers want groups

A sense of belonging connected with Social identity theory and self-categorization theory.

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The best part of what a leader must do

The level of agreement should reach a sustainable amount that they can do their thing.

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The 3Es to success.

How the leaders react to a project can impact success is a key determinant.

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What does an Authentic Leader represent?

Leader and leadership authenticity have almost spawned an industry in their own right..

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Each members actions as part of a team

Organization success lies with every person acting at their prime

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Good table leaders will:

The three dimensions used around a table, is what the board focuses on skills and needs.

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Poor Group Dynamic leads to. . .

Teams that exist, will fall.

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The key to success on group dynamic.

Psychological safety, is the key to success

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Study Notes

Leadership for Directors - Module Overview

  • The module explores leadership concepts, models, and practical steps for self-development and colleague support.
  • Contrasts leadership with management, highlighting followership's importance.
  • Aims to enhance leadership skills organization wide.

Defining Leadership

  • Leadership generally involves one or more individuals influencing others towards a common goal
  • Leaders require followers, but titles do not guarantee authority
  • Tim Hannagan: Leadership motivates others towards specific goals
  • Gary Yukl: Leadership is influencing and facilitating shared objectives.

Leadership vs Management

  • Yukl: Managers focus on stability, leaders on innovation
  • Managers improve efficiency, leaders build agreements on action.
  • Leaders decide the direction, managers ensure execution
  • Charismatic leadership involves inspiring followers through personal vision and energy.
  • Transformational leaders inspire through vision and valuing individual contributions

Practices of Exemplary Leaders

  • Challenge the process by seeking opportunities and taking risks
  • Inspire shared vision, communicating an inspiring future
  • Strengthen others and foster collaboration
  • Model the way, set an example through behavior and wins
  • Recognize contributions and celebrate team successes.

Improving Leadership Capability

  • Be aware of self and create continuous feedback culture with respect and honesty
  • Build trust across boards by raising awareness of each other's backgrounds and hopes
  • Foster a destress-free environment for learning to lead at all levels and enable positive emotion

The Learning Board Model

  • The learning board model examines board performance balancing conformance and performance.
  • Conformance includes accountability and operational review
  • Performance includes strategy and forming policies
  • Boards often prioritize conformance over vision and strategy.

Vision, Purpose, and Values

  • Vision and purpose define the strategic direction for the delivery strategy for organisations
  • Vision answers "what" and "where" the organisation seeks to be.
  • Purpose explains "why" the organisation does what it does, as well as defining external ethos
  • A five-year strategy could be deployed in year 3 of longer term plan, however is subject to external requirements
  • Values guide "how" tasks should be accomplished and are useful for accountability.

Values-Driven Culture

  • Starts with a strong and inspiring vision from the boardroom
  • Focus on a short list of values, gathering feedback from all employee leels
  • Ensure shared understanding and clear alignment of meaning of those values
  • Communication of that vision and creative distribution within the company
  • Commitment from leaders and managers to set feedback based on those values, as well

Examples of Leadership

  • Zhang Ruimin of Haier Group, innovated business, eventually shifting to a platform company providing technology
  • In 2022 Zhang retired handing over leaderful organisation where staff adapt to market changes
  • Emma Warmsley, as CEO of GlaxoSmithKline, reorganized the company, reversed exit from existing markets given previous issues
  • Mary Barra, CEO of General Motors, had a clear focus on product
  • Yvon, Chouinard, Founder of Patagonia put value in environment protection and reversal of climate change

The IoD Director Competency Framework

  • Framework supports the director's role to succeed.
  • Knowledge- director's application of theoretical information
  • Skills - expertise which directors bring
  • Mindset - attitude and behaviour

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