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Hubris Leadership: Peril of Unbridled Intuition | Reluctant Leaders: Analysis of Middle Managers Perceptions | Leadership Assessment Answers
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Internal Code: 1ICAC
Topics: Leadership
Module 1 - Seduction Culture, Personalised and Socialised Leadership The article by Sveningsson & Larsson (2006) titled ‘Fantasies of leadership: identity work’ describes the experience of ‘Ace’ in their first-hand study. The authors’ document his struggle to link the abstracted transactional leadership training he has received, through an ‘old school’ prescriptive MBA program, with the everyday workplace realities on the ground. Sveningsson & Larsson show that Ace struggles to perform the much more engaged leadership skills required where the ability to communicate with people at all levels of the organisation is key to success.- Have you observed this gap between traditional styles of leading and the new approaches required to build a more innovative focused culture in your day-to-day working environment? Use the example of Ace to start a conversation around the changing demands on leaders today
- How can leaders cope with such pressures from organisations who seem reluctant to grasp the reality that consumers today are more likely to be loyal to companies who demonstrate a level of integrity in their operations and engagement with the communities within which they are located. What kinds of strategies do the leaders in this study adopt? And have you witnessed such complexities in your organisation in play?
- Have you experienced such out-of-control forms of leadership in your organisation? Do you consider this kind of dysfunctional leadership performance can be mediated and redirected? After reading this material, do you perceive this to be a generational and/or gendered issue or a more widespread cultural phenomenon?