Leadership: A Critical Introduction

312 Pages·2014·1.99 MB·English

by  Elesa Zehndorfer

LEADERSHIP
Leadership is crucial to the success of any organization. But how can one seek to
most effectively develop the leadership ability of both themselves, and others?
How should one define leadership? Are great leaders born or made?
This text addresses such fundamental questions via a comprehensive and critical
approach to the discussion of key leadership theories. The text encourages the
reader to consider the role of both follower and leader in the leadership process,
and to recognize the emergence of both effective, and destructive, leadership.
Each chapter features ‘Expert Insights’ on leadership, written by leaders in their
respective fields. These insights offer the reader a valuable real-world perspective
of leadership that enriches the abstract theory covered in each chapter. The
provision of case studies, examples and supplementary online material facilitates
the effective delivery of both undergraduate and postgraduate lectures and
workshops, and self-guided study. A concluding chapter that focuses on the
development of one’s self-leadership ultimately facilitates a comprehensive
introduction to what is at once a seductive, complex, transformative and
alluring topic.
Elesa Zehndorfer PhD has professional experience of engaging with leaders and
leadership in academic and corporate environments, and has held senior
lectureships in both sports and business faculties. Current leadership positions
include Secretary of IFAF (International Federation of American Football) and
Research Officer for the British high-IQ society Mensa.
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LEADERSHIP
A CRITICAL INTRODUCTION
Elesa Zehndorfer
Ip
Routledge
Taylor &. Francis Group
LONDON AND NEW YORK
First published 2014
by Routledge
2 Park Square, Milton Park, Abingdon, Oxon OX14 4RN
and by Routledge
711 Third Avenue, New York, NY 10017
Routledge is an imprint of the Taylor & Francis Group, an informa business
© 2014 Elesa Zehndorfer
The right of Elesa Zehndorfer to be identified as author of this work has
been asserted by her in accordance with sections 77 and 78 of the Copyright,
Designs and Patents Act 1988.
All rights reserved. No part of this book may be reprinted or reproduced or
utilized in any form or by any electronic, mechanical, or other means, now
known or hereafter invented, including photocopying and recording,
or in any information storage or retrieval system, without permission in
writing from the publishers.
Trademark notice: Product or corporate names may be trademarks or
registered trademarks, and are used only for identification and explanation
without intent to infringe.
British Library Cataloguing in Publication Data
A catalogue record for this book is available from the British Library
Library of Congress Cataloging in Publication Data
Zehndorfer, Elesa.
Leadership: a critical introduction/Elesa Zehndorfer.
pages cm
Includes bibliographical references and index.
1. Leadership.  I. Title.
BF637.L4.Z44 2013
658.4(cid:2)092 –dc23
2013018756
ISBN: 978-0-415-62593-7 (hbk)
ISBN: 978-0-415-62594-4 (pbk)
ISBN: 978-1-315-87144-8 (ebk)
Typeset in Times and Franklin Gothic
by Florence Production Ltd, Stoodleigh, Devon, UK
For Henry and Clemens
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CONTENTS
List of illustrations viii
Acknowledgements ix
1 An introduction to leadership 1
2 Trait theories 25
3 Skills theories 49
4 Behavioural theories 77
5 Situational theories 108
6 Charismatic leadership 141
7 Transformational leadership 164
8 Emotional intelligence 197
9 Authentic leadership 214
10 Destructive leadership 240
11 Self-leadership 263
Index 290
ILLUSTRATIONS
FIGURES
1.1 Leadership timeline 4
3.1 Influence of leader characteristics on leader performance 52
3.2 360-degree feedback 56
4.1 The relationship between Maslow’s Hierarchy and ERG Theory 82
4.2 Hygiene and motivator factors 82
4.3 Motivation Needs Theory 84
4.4 Calculating VIE 87
4.5 The self-determination continuum 90
5.1 The extent to which a leader is ‘in-match’ 110
5.2 LMX (Leader-Member Exchange) Theory 115
9.1 The effect of authentic transformational leadership on follower
and group ethics 220
9.2 The process by which authentic leadership impacts follower
attitudes and behaviours 221
9.3 A conceptual framework for authentic leader and follower
development 223
9.4 Authentic leader influence on eudaemonic well-being 225
10.1 A model of destructive and constructive leadership behaviour 245
10.2 The toxic triangle: elements in the three domains related to
destructive leadership 247
10.3 The susceptible circle: a taxonomy of followers associated
with destructive leadership 250
TABLES
4.1 Content and process theories 80
7.1 The Full Range Model of leadership 171
ACKNOWLEDGEMENTS
I remain indebted to the leaders who have contributed their time and expertise to
this book, and to the editing team at Routledge, who have supported me so
effectively throughout the writing process.
With thanks to the following publishers for granting permission to reproduce the
following figures:
Figure 3.1 Influence of leader characteristics on leader performance.
Mumford, M.D., Zaccaro, S.J., Harding, F.D., Jacobs, T.O., & Fleishman, E.A.
(2000). Leadership skills for a changing world: Solving complex social problems.
Leadership Quarterly, 11(1), 11–35 (p. 16).
Figure 4.5 The self-determination continuum.
Ryan, R.M. & Deci, E.L. (2000). Self-Determination Theory and the Facilitation
of Intrinsic Motivation, Social Development, and Well-Being. American
Psychologist, 55(1), 68–78 (p. 72).
Figure 5.2 LMX Theory.
Groen, G.D. & Uhl-Bien, M. (1995). Development of LMX Theory over 25
Years. Leadership Quarterly, 6(2), p. 237.
Figure 9.1 The effect of authentic transformational leadership on follower and
group ethics.
Zhu, W., Avolio, D., Riggio, R., & Sosik, J. (2011) The effect of authentic
transformational leadership on follower and group ethics. Leadership Quarterly,
22(5), 801–17 (p. 802).
Figure 9.2 The process by which authentic leadership impacts follower attitudes
and behaviours.
Avolio, B.J., Gardner, W.L., Walumbwa, F.O., Luthans, F. & May, .R. (2004).
Unlocking the mask: A look at the process by which authentic leaders impact
follower attitudes and behaviours. Leadership Quarterly, 15, 801–23 (p. 803).
Figure 9.3 A conceptual framework for authentic leader and follower
development.
Gardner, W.L., Avolio, B.J., Luthans, F., May, D.R., & Walumbwa, F.O. (2005).
Can you see the real me? A self-based model of authentic leader and follower
development. Leadership Quarterly, 16(3), p. 346.