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Reluctant Leaders - Hubris In Leadership - Leadership Assignment Help
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Gleeson & Knights (2008) empirical study titled ‘Reluctant leaders: an analysis of middle managers perceptions of leadership in further education in England’ demonstrates a tension when organisations claim to operate from an ethical stakeholder basis yet in reality expect their managers to privilege narrow instrumental organisational goals when it comes to leadership decision-making. The scenarios the managers face, as outlined by the authors’, suggests that some organisations are failing to adequately address coming to terms with an altered environment where values lead decision-making may be key to their competitive survival.
- 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?
Claxton, Owen & Sadler-Smith’s (2015) ‘Hubris in leadership: a peril of unbridled intuition? and Pullen & Rhodes’s (2008) “It's all about me!” gendered narcissism and leader identity work’ research documents the dilemmas that arise when leaders are granted unadulterated sources of power and their cavalier actions are fuelled by the popular image of leaders as superior individuals.
- 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?
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