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This document presents a model of leadership that encompasses the leader, constituents, and outcomes. The leader and constituents influence each other bidirectionally. Experience shapes the knowledge, behaviors, beliefs, and traits of both the leader and constituents. These components then influence the outcomes of leadership, though outcomes can also be influenced by external factors outside the control of the leader or constituents. The model presents an open system to capture the complex interplay between a leader, followers, and situational outcomes.
This document presents a model of leadership that encompasses the leader, constituents, and outcomes. The leader and constituents influence each other bidirectionally. Experience shapes the knowledge, behaviors, beliefs, and traits of both the leader and constituents. These components then influence the outcomes of leadership, though outcomes can also be influenced by external factors outside the control of the leader or constituents. The model presents an open system to capture the complex interplay between a leader, followers, and situational outcomes.
This document presents a model of leadership that encompasses the leader, constituents, and outcomes. The leader and constituents influence each other bidirectionally. Experience shapes the knowledge, behaviors, beliefs, and traits of both the leader and constituents. These components then influence the outcomes of leadership, though outcomes can also be influenced by external factors outside the control of the leader or constituents. The model presents an open system to capture the complex interplay between a leader, followers, and situational outcomes.
This is an open model of good (ethical, effective) leadership and bad
(unethical, ineffective) leadership and seeks to show the connection between various mechanisms that influence the leadership process 1. The leadership circle encompasses the leader and constituents as leadership is management of interpersonal experience (representing the constituent) and intrapersonal experience (representing the leader). The arrows between the leader and constituent represent the dyadic relationship and exchange of influence that takes place2. I prefer the word constituent to follower or subordinate. Followership is not a passive activity and is a form of leadership as we operate from the assumption that leadership has a component of influence 3. In a post-industrial workplace, the distinction between leader and constituent is blurred 4. The primary difference is the way that skillsets are utilized- leaders use higher levels of systems thinking and interpersonal skills versus technical skills5. Using an empirical foundation, experience is translated into knowledge, behaviors, beliefs/values, and traits. These are components of both the leader and constituent. Knowledge is the declarative aspect which includes understanding the various theories of leadership (trait, skill, LMX), multiculturalism and ethics or occupational expertise. Behaviors are patterns of applied knowledge for both leaders and constituents and include building trust, inspiring others, coaching or recognition of achievement. The leader should model behaviors that are acceptable and reward constituents who mirror these behaviors 6. Beliefs/values and traits are a foundational component that influence knowledge and behaviors. The difference is that traits are inborn (genetic predisposition, height, biological sex) and beliefs/values (all humans are equal, the ends justify the means) are shaped through socialization. The last component of the model is the outcome that arises from and influences the leadership process. In an open system like this, the outcome can influence the leader and constituents without any stimulus from the former and latter. For example, a chaotic situation like the crash of a stock market will have a
11 Bad Leadership by Kellerman
22 Leader Member Exchange by Gerstner
33 Followership by Kelley
44 Moving from Individual to Relationship: A Postindustrial Paradigm of Leadership by Rost
55 Three Skills Approach by Katz
66 Reframing Organizations by Bolman and Deal
strong influence on the behavior of the leader and constituents 7. In most cases, the leader and constituents were not directly responsible for the crash. The leader and constituents can influence the outcome, but it is impossible to account for other external stimulus that led to a specific outcome. For example, a not-for-profit successfully lobbies for an amendment to the Fair Labor Standards Act that influences how migrant workers are compensated. It would be difficult, if not impossible, to determine exactly how much influence the not-for-profit had in this change.
77 A Leaders Framework for Decision Making by Snowden