Chapter 3
Introduction
Leadership studies in the past century have yielded numerous models for leadership. Todays environment has made leaders more crucial than ever, but has also rendered existing leadership models obsolete. This chapter presents a new model for leadership.
Task
Managing Change
Organization and Task: determines whether organization is well-suited to meet its challenges. Others and Task: determines followers view of what must be done. Leader and Organization: determines whether the leaders style and skills make a good match with the organization.
How The Diamond Model Relates To Other Models Of Leadership The Diamond model is flexible enough to incorporate many features of popular leadership models, but in a way which is straightforward and practical for practicing managers.
Leading Ethically
The relationship between leader and followers raises significant ethical questions:
Is it one persons right to influence others? Who decides what kinds of influence are acceptable? How do followers view the leaders efforts to influence them? Do we have the right measures for assessing leadership outcomes? Who decides what those measures are? To what extent should we attempt to influence our environment, or let our environment influence us?
Basic Definitions
Power is the ability to get others to do what you want them to do. Leadership, as distinct from power, consists of three components:
The ability to influence others The willingness to do so The ability to influence in such a way that others respond willingly.
Leading strategic change can occur at three levels: Organizational Work group Individual.
Chapter 4
Introduction
Human activity can be thought of as occurring at three levels: Level One activity: observable behavior Level Two activity: conscious thoughts, not outwardly observable Level Three activity: Values, assumptions, beliefs and expectations (VABEs), not outwardly observable and only partly conscious to the subject Conclusions based on another persons Level Two or Three behavior can never be precise, because the activity is not directly observable. But effective leadership must take into account Levels Two and Three.
Level Two activity, ones conscious thoughts, can be likened to the mind. Level Three activity, VABEs, can be likened to the heart.
Highly culture- and family-specific An effort required to become fully aware of ones own VABEs
The Dark Side Potential of Level Three Leadership and Engagement The commitment and enthusiasm which Level Three leadership inspires can lead to an undesired outcome at the individual level: overwork and burnout.
Organizational Implications
Level One, Two and Three leadership can also be examined from an organizational perspective.
Level One: the application of the latest managerial fad or technique with the straightforward goal of influencing behavior Level Two: Intentional organizational design (structure and systems), the result of conscious thought Level Three: Organizational culture and operating values, subtly understood and not easy for all employees to articulate
Applying Level Three Leadership at Both The Individual And Organizational Levels
Level Three leadership depends on the alignment of the central features of all three leadership levels When there are variations across levelsbetween what people or organizations do, think, and feel-leadership becomes ineffective