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[>Operations Management homework help](https://www.sweetstudy.com/fields/business-finance-operations-management)
**files (2)**
– ## PostIndustrialLeadershipTheoriesREADINGS.docx
– ## Week1ReflectionDiscussionPostHM.docx
**## PostIndustrialLeadershipTheoriesREADINGS.docx**
Post-Industrial Leadership Theories
### Review Notes on Post-Industrial Leadership Theories
The leadership theories mentioned here are provided for review of the post-industrial view of leadership studies, as mentioned in the article by Rost and Barker, (2000). It will be helpful to review the following resources to become fully familiar with the approaches to exercising leadership in the current context of organizational life, however this is not a complete list as theories emerge in the literature as reflected in a thorough review of the relevant literature. The following are a few brief summaries and it’s recommended to review the original and scholarly sources whenever possible. These are some helpful key theories that are discussed frequently:
· Transformational Leadership (Burns, 1978: Bass and Riggio, 2006)
· Servant Leadership, (Greenleaf, 1971)
· Adaptive Leadership (Heifetz and Laurie, 2001:2009)
· Relational leadership (Rost, 1993: 2003)
Transformational Leadership
According to Burns (1978) and Bass and Riggio (2006), leadership is a transformative process “when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality” (p.20). The four “I”s of Transformational Leadership include:
**Idealized Influence (II)**- the leader serves as an ideal role model for followers; the leader "walks the talk," and is admired for this.
**Inspirational Motivation (IM)**- Transformational leaders have the ability to inspire and motivate followers. Combined these first two I's are what constitute the transformational leader's charisma.
**Individualized Consideration (IC)**- Transformational leaders demonstrate genuine concern for the needs and feelings of followers. This personal attention to each follower is a key element in bringing out their very best efforts.
**Intellectual Stimulation (IS)**- the leader challenges followers to be innovative and creative. A common misunderstanding is that transformational leaders are "soft," but the truth is that they constantly challenge followers to higher levels of performance.
### Servant Leadership
A natural feeling to serve first which aspires one to lead and become concerned with the health, welfare, and the development of those being lead (Greenleaf, 1971). The test of servant leadership is whether the people being served “while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?” (Greenleaf, 1970, p.7). Like other contemporary views of leadership, Greenleaf’s servant leadership downplays power or authoritarian dynamics and makes room for leadership to be exercised independently of position.
#### Ten Principles of Servant Leadership:
1.
**Listening**
a. Traditionally, leaders have been valued for their communication and decision-making skills. Servant-leaders must reinforce these important skills by making a deep commitment to listening intently to others. Servant-leaders seek to identify and clarify the will of a group. They seek to listen receptively to what is being said (and not said).
b. Listening also encompasses getting in touch with one's inner voice, and seeking to understand what one's body, spirit, and mind are communicating.
2.
**Empathy**
Servant-leaders strive to understand and empathize with others. People need to be accepted and recognized for their special and unique spirit. One must assume the good intentions of coworkers and not reject them as people, even when forced to reject their behavior or performance.
3.
**Healing**
Learning to heal is a powerful force for transformation and integration. One of the great strengths of servant-leadership is the potential for healing oneself and others. In "The Servant as Leader", Greenleaf writes, "There is something subtle communicated to one who is being served and led if, implicit in the compact between the servant-leader and led is the understanding that the search for wholeness is something that they have."
4.
**Awareness**
General awareness, and especially self-awareness, strengthens the servant-leader. Making a commitment to foster awareness can be scary–one never knows that one may discover! As Greenleaf observed, "Awareness is not a giver of solace – it's just the opposite. It disturbed. They are not seekers of solace. They have their own inner security."
5.
**Persuasion**
Servant-leaders rely on persuasion, rather than positional authority in making decisions. Servant-leaders seek to convince others, rather than coerce compliance. This particular element offers one of the clearest distinctions between the traditional authoritarian model and that of servant-leadership. The servant-leader is effective at building consensus within groups.
6.
**Conceptualization**
Servant-leaders seek to nurture their abilities to "dream great dreams." The ability to look at a problem (or an organization) from a conceptualizing perspective means that one must think beyond day-to-day realities. Servant-leaders must seek a delicate balance between conceptualization and day-to-day focus.
7.
**Foresight**
Foresight is a characteristic that enables servant-leaders to understand lessons from the past, the realities of the present, and the likely consequence of a decision in the future. It is deeply rooted in the intuitive mind.
8.
**Stewardship**
Robert Greenleaf's view of all institutions was one in which CEO's, staff, directors, and trustees all play significance roles in holding their institutions in trust for the great good of society.
9.
**Commitment to the Growth of People**
Servant-leaders believe that people have an intrinsic value beyond their tangible contributions as workers. As such, servant-leaders are deeply committed to a personal, professional, and spiritual growth of each and every individual within the organization.
10.
**Building Community**
Servant-leaders are aware that the shift from local communities to large institutions as the primary shaper of human lives has changed our perceptions and has caused a feeling of loss. Servant-leaders seek to identify a means for building community among those who work within a given institution.
#### Resources
·
[Principles of Servant Leadership](http://www.butler.edu/volunteer/resources/principles-of-servant-leadership.)
· Greenleaf Center for Servant Leadership. (2017, May 17).
[_Robert K. Greenleaf, servant-leader_](https://youtu.be/afOByZ8JlrE?si=z8usQiVezUcwOWRF)[Video]. YouTube. [18:52]
### Adaptive Leadership (Heifetz and Laurie, 2001)
The view of leadership as a process, generally collective and delineates between the functions of authority (management) and leadership. Leadership is mobilizing people for adaptive work. Rather than fulfilling the expectation that they will provide answers, leaders have to ask tough questions. Rather than protecting people from outside threats, leaders should allow them to feel the pinch of reality in order to stimulate them to adapt. Instead of orienting people to their current roles, leaders must disorient them so that new relationships can develop. Instead of quelling conflict, leaders have to draw the issues out. Instead of maintaining norms, leaders have to challenge "the way we do business" and help others distinguish immutable values from historical practices that must go (Heifetz and Laurie, 2001, para.7).
### Relational Leadership
A relational and ethical process of people working together attempting to accomplish positive change by engaging in agreed upon goals (Rost, 1993; Hickman, 2010).
Rost (1993) builds on the idea of an individuals’ influence and focuses on the relational aspect and influence process of leadership. In fact, he defines leadership as “an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes” (p.102). This definition of leadership emphasizes the importance of the human relationship and the ability to create an influence that does not necessarily depend on formal authority, but rather is built on shared goals in a post-industrial society. This emphasis on leadership as an influence process and on the importance of relationships between members of an organization is an egalitarian, power-sharing model that emphasizes the importance of process (Rost, 1993).
#### Resources
·
[Feature Article: A Tribute to Joseph C. Rost: Understanding Leadership in the 21st Century](http://integralleadershipreview.com/5636-feature-article-a-tribute-to-joseph-c-rost-understanding-leadership-in-the-21st-century/)
· Rost on 21st cent leadership-1.pdf (Available online in course LED602)
· Bass, B. M., & Riggio, R. E. (2006).
_Transformational leadership_. Mahwah, NJ: Erlbaum.
· Burns, J.M. (1978).
_Leadership._ New York, NY: Harper & Row.
· Freire, P. (1990).
_Pedagogy of the Oppressed._ New York, NY: Continuum.
· Goethals, G. & Sorenson, G. (Eds.) (2006).
_The Quest for a General Theory of Leadership._ Northampton, MA: Edward Elgar Publishing, Inc. 12.
· Greenleaf, R. (2008).
_The Servant as Leader Essay._ Rev. Edition. The Greenleaf Center for Servant Leadership.
· Heifetz, R. & Linsky, M. (2002).
_Leadership on the line: Staying alive through the dangers of leading._ Boston, MA: Harvard Business School Press. 14.
· Heifetz, R., Grashow, A. & Linsky, M (2009).
_The Practice of Adaptive Leadership: tools and tactics for changing your organization and world._ Boston, MA: Harvard Business Press. 15.
· Hickman, G. R. (Ed.) (2016).
_Leading Organizations: Perspectives for a new era_. Edited. (3rd ed.) Thousand Oaks, CA: Sage.
· Parks, S. D. (2005).
_Leadership Can be Taught: A Bold Approach for a New World._ Boston, Mass: Harvard Business Review Press.
· Raelin, J. A. (2016). Imagine there are no leaders: Reframing leadership as collaborative agency.
_Leadership_, 12(2), 131-158.
· Rost, Joseph. (1993).
_Leadership for the 21st Century_. Westport, CN: Praeger
**## Week1ReflectionDiscussionPostHM.docx**
**Week 1: Reflection**
**After viewing the materials from this Module, especially the two articles about post-industrial leadership, reflect on the following questions:**
·
**How does the new information impact you?**
·
**How will you use the new information?**
·
**What value does this have for you?**
**Your response should demonstrate thoughtful consideration of the ideas and concepts presented in this module.**
**Post an initial 200+ word.**
**Use theme sentences and paragraph format.**
**Post-Industrial Leadership Theories**
**Review Notes on Post-Industrial Leadership Theories**
**The leadership theories mentioned here are provided for review of the post-industrial view of leadership studies, as mentioned in the article by Rost and Barker, (2000). It will be helpful to review the following resources to become fully familiar with the approaches to exercising leadership in the current context of organizational life, however this is not a complete list as theories emerge in the literature as reflected in a thorough review of the relevant literature. The following are a few brief summaries and it’s recommended to review the original and scholarly sources whenever possible. These are some helpful key theories that are discussed frequently:**
·
**Transformational Leadership (Burns, 1978: Bass and Riggio, 2006)**
·
**Servant Leadership, (Greenleaf, 1971)**
·
**Adaptive Leadership (Heifetz and Laurie, 2001:2009)**
·
**Relational leadership (Rost, 1993: 2003)**
**Transformational Leadership**
**According to Burns (1978) and Bass and Riggio (2006), leadership is a transformative process “when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality” (p.20). The four “I”s of Transformational Leadership include:**
·
**Idealized Influence (II) – the leader serves as an ideal role model for followers; the leader "walks the talk," and is admired for this.**
·
**Inspirational Motivation (IM) – Transformational leaders have the ability to inspire and motivate followers. Combined these first two I's are what constitute the transformational leader's charisma.**
·
**Individualized Consideration (IC) – Transformational leaders demonstrate genuine concern for the needs and feelings of followers. This personal attention to each follower is a key element in bringing out their very best efforts.**
·
**Intellectual Stimulation (IS) – the leader challenges followers to be innovative and creative. A common misunderstanding is that transformational leaders are "soft," but the truth is that they constantly challenge followers to higher levels of performance.**
**Servant Leadership**
**A natural feeling to serve first which aspires one to lead and become concerned with the health, welfare, and the development of those being lead (Greenleaf, 1971). The test of servant leadership is whether the people being served “while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?” (Greenleaf, 1970, p.7). Like other contemporary views of leadership, Greenleaf’s servant leadership downplays power or authoritarian dynamics and makes room for leadership to be exercised independently of position.**
**Ten Principles of Servant Leadership:**
1.
**Listening**
a.
**Traditionally, leaders have been valued for their communication and decision-making skills. Servant-leaders must reinforce these important skills by making a deep commitment to listening intently to others. Servant-leaders seek to identify and clarify the will of a group. They seek to listen receptively to what is being said (and not said).**
b.
**Listening also encompasses getting in touch with one's inner voice, and seeking to understand what one's body, spirit, and mind are communicating.**
2.
**Empathy**
**Servant-leaders strive to understand and empathize with others. People need to be accepted and recognized for their special and unique spirit. One must assume the good intentions of coworkers and not reject them as people, even when forced to reject their behavior or performance.**
3.
**Healing**
**Learning to heal is a powerful force for transformation and integration. One of the great strengths of servant-leadership is the potential for healing oneself and others. In "The Servant as Leader", Greenleaf writes, "There is something subtle communicated to one who is being served and led if, implicit in the compact between the servant-leader and led is the understanding that the search for wholeness is something that they have."**
4.
**Awareness**
**General awareness, and especially self-awareness, strengthens the servant-leader. Making a commitment to foster awareness can be scary–one never knows that one may discover! As Greenleaf observed, "Awareness is not a giver of solace – it's just the opposite. It disturbed. They are not seekers of solace. They have their own inner security."**
5.
**Persuasion**
**Servant-leaders rely on persuasion, rather than positional authority in making decisions. Servant-leaders seek to convince others, rather than coerce compliance. This particular element offers one of the clearest distinctions between the traditional authoritarian model and that of servant-leadership. The servant-leader is effective at building consensus within groups.**
6.
**Conceptualization**
**Servant-leaders seek to nurture their abilities to "dream great dreams." The ability to look at a problem (or an organization) from a conceptualizing perspective means that one must think beyond day-to-day realities. Servant-leaders must seek a delicate balance between conceptualization and day-to-day focus.**
7.
**Foresight**
**Foresight is a characteristic that enables servant-leaders to understand lessons from the past, the realities of the present, and the likely consequence of a decision in the future. It is deeply rooted in the intuitive mind.**
8.
**Stewardship**
**Robert Greenleaf's view of all institutions was one in which CEO's, staff, directors, and trustees all play significance roles in holding their institutions in trust for the great good of society.**
9.
**Commitment to the Growth of People**
**Servant-leaders believe that people have an intrinsic value beyond their tangible contributions as workers. As such, servant-leaders are deeply committed to a personal, professional, and spiritual growth of each and every individual within the organization.**
10.
**Building Community**
**Servant-leaders are aware that the shift from local communities to large institutions as the primary shaper of human lives has changed our perceptions and has caused a feeling of loss. Servant-leaders seek to identify a means for building community among those who work within a given institution.**
**Resources**
·
**Greenleaf Center for Servant Leadership. (2017, May 17).** [**Robert K. Greenleaf, servant-leader**](https://youtu.be/afOByZ8JlrE?si=z8usQiVezUcwOWRF) **[Video]. YouTube. [18:52]**
**Adaptive Leadership (Heifetz and Laurie, 2001)**
**The view of leadership as a process, generally collective and delineates between the functions of authority (management) and leadership. Leadership is mobilizing people for adaptive work. Rather than fulfilling the expectation that they will provide answers, leaders have to ask tough questions. Rather than protecting people from outside threats, leaders should allow them to feel the pinch of reality in order to stimulate them to adapt. Instead of orienting people to their current roles, leaders must disorient them so that new relationships can develop. Instead of quelling conflict, leaders have to draw the issues out. Instead of maintaining norms, leaders have to challenge "the way we do business" and help others distinguish immutable values from historical practices that must go (Heifetz and Laurie, 2001, para.7).**
**Relational Leadership**
**A relational and ethical process of people working together attempting to accomplish positive change by engaging in agreed upon goals (Rost, 1993; Hickman, 2010). Rost (1993) builds on the idea of an individuals’ influence and focuses on the relational aspect and influence process of leadership. In fact, he defines leadership as “an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes” (p.102). This definition of leadership emphasizes the importance of the human relationship and the ability to create an influence that does not necessarily depend on formal authority, but rather is built on shared goals in a post-industrial society. This emphasis on leadership as an influence process and on the importance of relationships between members of an organization is an egalitarian, power-sharing model that emphasizes the importance of process (Rost, 1993).**
**Resources**
·
[**Feature Article: A Tribute to Joseph C. Rost: Understanding Leadership in the 21st Century**](http://integralleadershipreview.com/5636-feature-article-a-tribute-to-joseph-c-rost-understanding-leadership-in-the-21st-century/)
·
[**Rost on 21st Century Leadership**](https://navigate.nu.edu/content/enforced/305045-LED602-122156-SA2610W2-M/Remediated/Rost%20on%2021st%20cent%20leadership-1.pdf?isCourseFile=true&ou=305045)
·
**Bass, B. M., & Riggio, R. E. (2006).**
**_Transformational leadership._ Mahwah, NJ: Erlbaum.**
·
**Burns, J.M. (1978).**
**_Leadership._ New York, NY: Harper & Row.**
·
**Freire, P. (1990).**
**_Pedagogy of the Oppressed._ New York, NY: Continuum.**
·
**Goethals, G. & Sorenson, G. (Eds.) (2006).**
**_The Quest for a General Theory of Leadership._ Northampton, MA: Edward Elgar Publishing, Inc. 12.**
·
**Greenleaf, R. (2008).**
**_The Servant as Leader Essay._ Rev. Edition. The Greenleaf Center for Servant Leadership.**
·
**Heifetz, R. & Linsky, M. (2002).**
**_Leadership on the line: Staying alive through the dangers of leading._ Boston, MA: Harvard Business School Press. 14.**
·
**Heifetz, R., Grashow, A. & Linsky, M (2009).**
**_The Practice of Adaptive Leadership: tools and tactics for changing your organization and world._ Boston, MA: Harvard Business Press. 15.**
·
**Hickman, G. R. (Ed.) (2016).**
**_Leading Organizations: Perspectives for a new era._ Edited. (3rd ed.) Thousand Oaks, CA: Sage.**
·
**Parks, S. D. (2005).**
**_Leadership Can be Taught: A Bold Approach for a New World._ Boston, Mass: Harvard Business Review Press.**
·
**Raelin, J. A. (2016). Imagine there are no leaders: Reframing leadership as collaborative agency.**
**_Leadership,_ 12(2), 131-158.**
·
**Rost, Joseph. (1993).**
**_Leadership for the 21st Century._ Westport, CN: Praeger**
**## Week1ReflectionDiscussionPostHM.docx**
**Week 1: Reflection**
**After viewing the materials from this Module, especially the two articles about post-industrial leadership, reflect on the following questions:**
·
**How does the new information impact you?**
·
**How will you use the new information?**
·
**What value does this have for you?**
**Your response should demonstrate thoughtful consideration of the ideas and concepts presented in this module.**
**Post an initial 200+ word.**
**Use theme sentences and paragraph format.**
**Post-Industrial Leadership Theories**
**Review Notes on Post-Industrial Leadership Theories**
**The leadership theories mentioned here are provided for review of the post-industrial view of leadership studies, as mentioned in the article by Rost and Barker, (2000). It will be helpful to review the following resources to become fully familiar with the approaches to exercising leadership in the current context of organizational life, however this is not a complete list as theories emerge in the literature as reflected in a thorough review of the relevant literature. The following are a few brief summaries and it’s recommended to review the original and scholarly sources whenever possible. These are some helpful key theories that are discussed frequently:**
·
**Transformational Leadership (Burns, 1978: Bass and Riggio, 2006)**
·
**Servant Leadership, (Greenleaf, 1971)**
·
**Adaptive Leadership (Heifetz and Laurie, 2001:2009)**
·
**Relational leadership (Rost, 1993: 2003)**
**Transformational Leadership**
**According to Burns (1978) and Bass and Riggio (2006), leadership is a transformative process “when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality” (p.20). The four “I”s of Transformational Leadership include:**
·
**Idealized Influence (II) – the leader serves as an ideal role model for followers; the leader "walks the talk," and is admired for this.**
·
**Inspirational Motivation (IM) – Transformational leaders have the ability to inspire and motivate followers. Combined these first two I's are what constitute the transformational leader's charisma.**
·
**Individualized Consideration (IC) – Transformational leaders demonstrate genuine concern for the needs and feelings of followers. This personal attention to each follower is a key element in bringing out their very best efforts.**
·
**Intellectual Stimulation (IS) – the leader challenges followers to be innovative and creative. A common misunderstanding is that transformational leaders are "soft," but the truth is that they constantly challenge followers to higher levels of performance.**
**Servant Leadership**
**A natural feeling to serve first which aspires one to lead and become concerned with the health, welfare, and the development of those being lead (Greenleaf, 1971). The test of servant leadership is whether the people being served “while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?” (Greenleaf, 1970, p.7). Like other contemporary views of leadership, Greenleaf’s servant leadership downplays power or authoritarian dynamics and makes room for leadership to be exercised independently of position.**
**Ten Principles of Servant Leadership:**
1.
**Listening**
a.
**Traditionally, leaders have been valued for their communication and decision-making skills. Servant-leaders must reinforce these important skills by making a deep commitment to listening intently to others. Servant-leaders seek to identify and clarify the will of a group. They seek to listen receptively to what is being said (and not said).**
b.
**Listening also encompasses getting in touch with one's inner voice, and seeking to understand what one's body, spirit, and mind are communicating.**
2.
**Empathy**
**Servant-leaders strive to understand and empathize with others. People need to be accepted and recognized for their special and unique spirit. One must assume the good intentions of coworkers and not reject them as people, even when forced to reject their behavior or performance.**
3.
**Healing**
**Learning to heal is a powerful force for transformation and integration. One of the great strengths of servant-leadership is the potential for healing oneself and others. In "The Servant as Leader", Greenleaf writes, "There is something subtle communicated to one who is being served and led if, implicit in the compact between the servant-leader and led is the understanding that the search for wholeness is something that they have."**
4.
**Awareness**
**General awareness, and especially self-awareness, strengthens the servant-leader. Making a commitment to foster awareness can be scary–one never knows that one may discover! As Greenleaf observed, "Awareness is not a giver of solace – it's just the opposite. It disturbed. They are not seekers of solace. They have their own inner security."**
5.
**Persuasion**
**Servant-leaders rely on persuasion, rather than positional authority in making decisions. Servant-leaders seek to convince others, rather than coerce compliance. This particular element offers one of the clearest distinctions between the traditional authoritarian model and that of servant-leadership. The servant-leader is effective at building consensus within groups.**
6.
**Conceptualization**
**Servant-leaders seek to nurture their abilities to "dream great dreams." The ability to look at a problem (or an organization) from a conceptualizing perspective means that one must think beyond day-to-day realities. Servant-leaders must seek a delicate balance between conceptualization and day-to-day focus.**
7.
**Foresight**
**Foresight is a characteristic that enables servant-leaders to understand lessons from the past, the realities of the present, and the likely consequence of a decision in the future. It is deeply rooted in the intuitive mind.**
8.
**Stewardship**
**Robert Greenleaf's view of all institutions was one in which CEO's, staff, directors, and trustees all play significance roles in holding their institutions in trust for the great good of society.**
9.
**Commitment to the Growth of People**
**Servant-leaders believe that people have an intrinsic value beyond their tangible contributions as workers. As such, servant-leaders are deeply committed to a personal, professional, and spiritual growth of each and every individual within the organization.**
10.
**Building Community**
**Servant-leaders are aware that the shift from local communities to large institutions as the primary shaper of human lives has changed our perceptions and has caused a feeling of loss. Servant-leaders seek to identify a means for building community among those who work within a given institution.**
**Resources**
·
**Greenleaf Center for Servant Leadership. (2017, May 17).** [**Robert K. Greenleaf, servant-leader**](https://youtu.be/afOByZ8JlrE?si=z8usQiVezUcwOWRF) **[Video]. YouTube. [18:52]**
**Adaptive Leadership (Heifetz and Laurie, 2001)**
**The view of leadership as a process, generally collective and delineates between the functions of authority (management) and leadership. Leadership is mobilizing people for adaptive work. Rather than fulfilling the expectation that they will provide answers, leaders have to ask tough questions. Rather than protecting people from outside threats, leaders should allow them to feel the pinch of reality in order to stimulate them to adapt. Instead of orienting people to their current roles, leaders must disorient them so that new relationships can develop. Instead of quelling conflict, leaders have to draw the issues out. Instead of maintaining norms, leaders have to challenge "the way we do business" and help others distinguish immutable values from historical practices that must go (Heifetz and Laurie, 2001, para.7).**
**Relational Leadership**
**A relational and ethical process of people working together attempting to accomplish positive change by engaging in agreed upon goals (Rost, 1993; Hickman, 2010). Rost (1993) builds on the idea of an individuals’ influence and focuses on the relational aspect and influence process of leadership. In fact, he defines leadership as “an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes” (p.102). This definition of leadership emphasizes the importance of the human relationship and the ability to create an influence that does not necessarily depend on formal authority, but rather is built on shared goals in a post-industrial society. This emphasis on leadership as an influence process and on the importance of relationships between members of an organization is an egalitarian, power-sharing model that emphasizes the importance of process (Rost, 1993).**
**Resources**
·
[**Feature Article: A Tribute to Joseph C. Rost: Understanding Leadership in the 21st Century**](http://integralleadershipreview.com/5636-feature-article-a-tribute-to-joseph-c-rost-understanding-leadership-in-the-21st-century/)
·
[**Rost on 21st Century Leadership**](https://navigate.nu.edu/content/enforced/305045-LED602-122156-SA2610W2-M/Remediated/Rost%20on%2021st%20cent%20leadership-1.pdf?isCourseFile=true&ou=305045)
·
**Bass, B. M., & Riggio, R. E. (2006).**
**_Transformational leadership._ Mahwah, NJ: Erlbaum.**
·
**Burns, J.M. (1978).**
**_Leadership._ New York, NY: Harper & Row.**
·
**Freire, P. (1990).**
**_Pedagogy of the Oppressed._ New York, NY: Continuum.**
·
**Goethals, G. & Sorenson, G. (Eds.) (2006).**
**_The Quest for a General Theory of Leadership._ Northampton, MA: Edward Elgar Publishing, Inc. 12.**
·
**Greenleaf, R. (2008).**
**_The Servant as Leader Essay._ Rev. Edition. The Greenleaf Center for Servant Leadership.**
·
**Heifetz, R. & Linsky, M. (2002).**
**_Leadership on the line: Staying alive through the dangers of leading._ Boston, MA: Harvard Business School Press. 14.**
·
**Heifetz, R., Grashow, A. & Linsky, M (2009).**
**_The Practice of Adaptive Leadership: tools and tactics for changing your organization and world._ Boston, MA: Harvard Business Press. 15.**
·
**Hickman, G. R. (Ed.) (2016).**
**_Leading Organizations: Perspectives for a new era._ Edited. (3rd ed.) Thousand Oaks, CA: Sage.**
·
**Parks, S. D. (2005).**
**_Leadership Can be Taught: A Bold Approach for a New World._ Boston, Mass: Harvard Business Review Press.**
·
**Raelin, J. A. (2016). Imagine there are no leaders: Reframing leadership as collaborative agency.**
**_Leadership,_ 12(2), 131-158.**
·
**Rost, Joseph. (1993).**
**_Leadership for the 21st Century._ Westport, CN: Praeger**
**## PostIndustrialLeadershipTheoriesREADINGS.docx**
Post-Industrial Leadership Theories
### Review Notes on Post-Industrial Leadership Theories
The leadership theories mentioned here are provided for review of the post-industrial view of leadership studies, as mentioned in the article by Rost and Barker, (2000). It will be helpful to review the following resources to become fully familiar with the approaches to exercising leadership in the current context of organizational life, however this is not a complete list as theories emerge in the literature as reflected in a thorough review of the relevant literature. The following are a few brief summaries and it’s recommended to review the original and scholarly sources whenever possible. These are some helpful key theories that are discussed frequently:
· Transformational Leadership (Burns, 1978: Bass and Riggio, 2006)
· Servant Leadership, (Greenleaf, 1971)
· Adaptive Leadership (Heifetz and Laurie, 2001:2009)
· Relational leadership (Rost, 1993: 2003)
Transformational Leadership
According to Burns (1978) and Bass and Riggio (2006), leadership is a transformative process “when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality” (p.20). The four “I”s of Transformational Leadership include:
**Idealized Influence (II)**- the leader serves as an ideal role model for followers; the leader "walks the talk," and is admired for this.
**Inspirational Motivation (IM)**- Transformational leaders have the ability to inspire and motivate followers. Combined these first two I's are what constitute the transformational leader's charisma.
**Individualized Consideration (IC)**- Transformational leaders demonstrate genuine concern for the needs and feelings of followers. This personal attention to each follower is a key element in bringing out their very best efforts.
**Intellectual Stimulation (IS)**- the leader challenges followers to be innovative and creative. A common misunderstanding is that transformational leaders are "soft," but the truth is that they constantly challenge followers to higher levels of performance.
### Servant Leadership
A natural feeling to serve first which aspires one to lead and become concerned with the health, welfare, and the development of those being lead (Greenleaf, 1971). The test of servant leadership is whether the people being served “while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?” (Greenleaf, 1970, p.7). Like other contemporary views of leadership, Greenleaf’s servant leadership downplays power or authoritarian dynamics and makes room for leadership to be exercised independently of position.
#### Ten Principles of Servant Leadership:
1.
**Listening**
a. Traditionally, leaders have been valued for their communication and decision-making skills. Servant-leaders must reinforce these important skills by making a deep commitment to listening intently to others. Servant-leaders seek to identify and clarify the will of a group. They seek to listen receptively to what is being said (and not said).
b. Listening also encompasses getting in touch with one's inner voice, and seeking to understand what one's body, spirit, and mind are communicating.
2.
**Empathy**
Servant-leaders strive to understand and empathize with others. People need to be accepted and recognized for their special and unique spirit. One must assume the good intentions of coworkers and not reject them as people, even when forced to reject their behavior or performance.
3.
**Healing**
Learning to heal is a powerful force for transformation and integration. One of the great strengths of servant-leadership is the potential for healing oneself and others. In "The Servant as Leader", Greenleaf writes, "There is something subtle communicated to one who is being served and led if, implicit in the compact between the servant-leader and led is the understanding that the search for wholeness is something that they have."
4.
**Awareness**
General awareness, and especially self-awareness, strengthens the servant-leader. Making a commitment to foster awareness can be scary–one never knows that one may discover! As Greenleaf observed, "Awareness is not a giver of solace – it's just the opposite. It disturbed. They are not seekers of solace. They have their own inner security."
5.
**Persuasion**
Servant-leaders rely on persuasion, rather than positional authority in making decisions. Servant-leaders seek to convince others, rather than coerce compliance. This particular element offers one of the clearest distinctions between the traditional authoritarian model and that of servant-leadership. The servant-leader is effective at building consensus within groups.
6.
**Conceptualization**
Servant-leaders seek to nurture their abilities to "dream great dreams." The ability to look at a problem (or an organization) from a conceptualizing perspective means that one must think beyond day-to-day realities. Servant-leaders must seek a delicate balance between conceptualization and day-to-day focus.
7.
**Foresight**
Foresight is a characteristic that enables servant-leaders to understand lessons from the past, the realities of the present, and the likely consequence of a decision in the future. It is deeply rooted in the intuitive mind.
8.
**Stewardship**
Robert Greenleaf's view of all institutions was one in which CEO's, staff, directors, and trustees all play significance roles in holding their institutions in trust for the great good of society.
9.
**Commitment to the Growth of People**
Servant-leaders believe that people have an intrinsic value beyond their tangible contributions as workers. As such, servant-leaders are deeply committed to a personal, professional, and spiritual growth of each and every individual within the organization.
10.
**Building Community**
Servant-leaders are aware that the shift from local communities to large institutions as the primary shaper of human lives has changed our perceptions and has caused a feeling of loss. Servant-leaders seek to identify a means for building community among those who work within a given institution.
#### Resources
·
[Principles of Servant Leadership](http://www.butler.edu/volunteer/resources/principles-of-servant-leadership.)
· Greenleaf Center for Servant Leadership. (2017, May 17).
[_Robert K. Greenleaf, servant-leader_](https://youtu.be/afOByZ8JlrE?si=z8usQiVezUcwOWRF)[Video]. YouTube. [18:52]
### Adaptive Leadership (Heifetz and Laurie, 2001)
The view of leadership as a process, generally collective and delineates between the functions of authority (management) and leadership. Leadership is mobilizing people for adaptive work. Rather than fulfilling the expectation that they will provide answers, leaders have to ask tough questions. Rather than protecting people from outside threats, leaders should allow them to feel the pinch of reality in order to stimulate them to adapt. Instead of orienting people to their current roles, leaders must disorient them so that new relationships can develop. Instead of quelling conflict, leaders have to draw the issues out. Instead of maintaining norms, leaders have to challenge "the way we do business" and help others distinguish immutable values from historical practices that must go (Heifetz and Laurie, 2001, para.7).
### Relational Leadership
A relational and ethical process of people working together attempting to accomplish positive change by engaging in agreed upon goals (Rost, 1993; Hickman, 2010).
Rost (1993) builds on the idea of an individuals’ influence and focuses on the relational aspect and influence process of leadership. In fact, he defines leadership as “an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes” (p.102). This definition of leadership emphasizes the importance of the human relationship and the ability to create an influence that does not necessarily depend on formal authority, but rather is built on shared goals in a post-industrial society. This emphasis on leadership as an influence process and on the importance of relationships between members of an organization is an egalitarian, power-sharing model that emphasizes the importance of process (Rost, 1993).
#### Resources
·
[Feature Article: A Tribute to Joseph C. Rost: Understanding Leadership in the 21st Century](http://integralleadershipreview.com/5636-feature-article-a-tribute-to-joseph-c-rost-understanding-leadership-in-the-21st-century/)
· Rost on 21st cent leadership-1.pdf (Available online in course LED602)
· Bass, B. M., & Riggio, R. E. (2006).
_Transformational leadership_. Mahwah, NJ: Erlbaum.
· Burns, J.M. (1978).
_Leadership._ New York, NY: Harper & Row.
· Freire, P. (1990).
_Pedagogy of the Oppressed._ New York, NY: Continuum.
· Goethals, G. & Sorenson, G. (Eds.) (2006).
_The Quest for a General Theory of Leadership._ Northampton, MA: Edward Elgar Publishing, Inc. 12.
· Greenleaf, R. (2008).
_The Servant as Leader Essay._ Rev. Edition. The Greenleaf Center for Servant Leadership.
· Heifetz, R. & Linsky, M. (2002).
_Leadership on the line: Staying alive through the dangers of leading._ Boston, MA: Harvard Business School Press. 14.
· Heifetz, R., Grashow, A. & Linsky, M (2009).
_The Practice of Adaptive Leadership: tools and tactics for changing your organization and world._ Boston, MA: Harvard Business Press. 15.
· Hickman, G. R. (Ed.) (2016).
_Leading Organizations: Perspectives for a new era_. Edited. (3rd ed.) Thousand Oaks, CA: Sage.
· Parks, S. D. (2005).
_Leadership Can be Taught: A Bold Approach for a New World._ Boston, Mass: Harvard Business Review Press.
· Raelin, J. A. (2016). Imagine there are no leaders: Reframing leadership as collaborative agency.
_Leadership_, 12(2), 131-158.
· Rost, Joseph. (1993).
_Leadership for the 21st Century_. Westport, CN: Praeger
**## Week1ReflectionDiscussionPostHM.docx**
**Week 1: Reflection**
**After viewing the materials from this Module, especially the two articles about post-industrial leadership, reflect on the following questions:**
·
**How does the new information impact you?**
·
**How will you use the new information?**
·
**What value does this have for you?**
**Your response should demonstrate thoughtful consideration of the ideas and concepts presented in this module.**
**Post an initial 200+ word.**
**Use theme sentences and paragraph format.**
**Post-Industrial Leadership Theories**
**Review Notes on Post-Industrial Leadership Theories**
**The leadership theories mentioned here are provided for review of the post-industrial view of leadership studies, as mentioned in the article by Rost and Barker, (2000). It will be helpful to review the following resources to become fully familiar with the approaches to exercising leadership in the current context of organizational life, however this is not a complete list as theories emerge in the literature as reflected in a thorough review of the relevant literature. The following are a few brief summaries and it’s recommended to review the original and scholarly sources whenever possible. These are some helpful key theories that are discussed frequently:**
·
**Transformational Leadership (Burns, 1978: Bass and Riggio, 2006)**
·
**Servant Leadership, (Greenleaf, 1971)**
·
**Adaptive Leadership (Heifetz and Laurie, 2001:2009)**
·
**Relational leadership (Rost, 1993: 2003)**
**Transformational Leadership**
**According to Burns (1978) and Bass and Riggio (2006), leadership is a transformative process “when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality” (p.20). The four “I”s of Transformational Leadership include:**
·
**Idealized Influence (II) – the leader serves as an ideal role model for followers; the leader "walks the talk," and is admired for this.**
·
**Inspirational Motivation (IM) – Transformational leaders have the ability to inspire and motivate followers. Combined these first two I's are what constitute the transformational leader's charisma.**
·
**Individualized Consideration (IC) – Transformational leaders demonstrate genuine concern for the needs and feelings of followers. This personal attention to each follower is a key element in bringing out their very best efforts.**
·
**Intellectual Stimulation (IS) – the leader challenges followers to be innovative and creative. A common misunderstanding is that transformational leaders are "soft," but the truth is that they constantly challenge followers to higher levels of performance.**
**Servant Leadership**
**A natural feeling to serve first which aspires one to lead and become concerned with the health, welfare, and the development of those being lead (Greenleaf, 1971). The test of servant leadership is whether the people being served “while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?” (Greenleaf, 1970, p.7). Like other contemporary views of leadership, Greenleaf’s servant leadership downplays power or authoritarian dynamics and makes room for leadership to be exercised independently of position.**
**Ten Principles of Servant Leadership:**
1.
**Listening**
a.
**Traditionally, leaders have been valued for their communication and decision-making skills. Servant-leaders must reinforce these important skills by making a deep commitment to listening intently to others. Servant-leaders seek to identify and clarify the will of a group. They seek to listen receptively to what is being said (and not said).**
b.
**Listening also encompasses getting in touch with one's inner voice, and seeking to understand what one's body, spirit, and mind are communicating.**
2.
**Empathy**
**Servant-leaders strive to understand and empathize with others. People need to be accepted and recognized for their special and unique spirit. One must assume the good intentions of coworkers and not reject them as people, even when forced to reject their behavior or performance.**
3.
**Healing**
**Learning to heal is a powerful force for transformation and integration. One of the great strengths of servant-leadership is the potential for healing oneself and others. In "The Servant as Leader", Greenleaf writes, "There is something subtle communicated to one who is being served and led if, implicit in the compact between the servant-leader and led is the understanding that the search for wholeness is something that they have."**
4.
**Awareness**
**General awareness, and especially self-awareness, strengthens the servant-leader. Making a commitment to foster awareness can be scary–one never knows that one may discover! As Greenleaf observed, "Awareness is not a giver of solace – it's just the opposite. It disturbed. They are not seekers of solace. They have their own inner security."**
5.
**Persuasion**
**Servant-leaders rely on persuasion, rather than positional authority in making decisions. Servant-leaders seek to convince others, rather than coerce compliance. This particular element offers one of the clearest distinctions between the traditional authoritarian model and that of servant-leadership. The servant-leader is effective at building consensus within groups.**
6.
**Conceptualization**
**Servant-leaders seek to nurture their abilities to "dream great dreams." The ability to look at a problem (or an organization) from a conceptualizing perspective means that one must think beyond day-to-day realities. Servant-leaders must seek a delicate balance between conceptualization and day-to-day focus.**
7.
**Foresight**
**Foresight is a characteristic that enables servant-leaders to understand lessons from the past, the realities of the present, and the likely consequence of a decision in the future. It is deeply rooted in the intuitive mind.**
8.
**Stewardship**
**Robert Greenleaf's view of all institutions was one in which CEO's, staff, directors, and trustees all play significance roles in holding their institutions in trust for the great good of society.**
9.
**Commitment to the Growth of People**
**Servant-leaders believe that people have an intrinsic value beyond their tangible contributions as workers. As such, servant-leaders are deeply committed to a personal, professional, and spiritual growth of each and every individual within the organization.**
10.
**Building Community**
**Servant-leaders are aware that the shift from local communities to large institutions as the primary shaper of human lives has changed our perceptions and has caused a feeling of loss. Servant-leaders seek to identify a means for building community among those who work within a given institution.**
**Resources**
·
**Greenleaf Center for Servant Leadership. (2017, May 17).** [**Robert K. Greenleaf, servant-leader**](https://youtu.be/afOByZ8JlrE?si=z8usQiVezUcwOWRF) **[Video]. YouTube. [18:52]**
**Adaptive Leadership (Heifetz and Laurie, 2001)**
**The view of leadership as a process, generally collective and delineates between the functions of authority (management) and leadership. Leadership is mobilizing people for adaptive work. Rather than fulfilling the expectation that they will provide answers, leaders have to ask tough questions. Rather than protecting people from outside threats, leaders should allow them to feel the pinch of reality in order to stimulate them to adapt. Instead of orienting people to their current roles, leaders must disorient them so that new relationships can develop. Instead of quelling conflict, leaders have to draw the issues out. Instead of maintaining norms, leaders have to challenge "the way we do business" and help others distinguish immutable values from historical practices that must go (Heifetz and Laurie, 2001, para.7).**
**Relational Leadership**
**A relational and ethical process of people working together attempting to accomplish positive change by engaging in agreed upon goals (Rost, 1993; Hickman, 2010). Rost (1993) builds on the idea of an individuals’ influence and focuses on the relational aspect and influence process of leadership. In fact, he defines leadership as “an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes” (p.102). This definition of leadership emphasizes the importance of the human relationship and the ability to create an influence that does not necessarily depend on formal authority, but rather is built on shared goals in a post-industrial society. This emphasis on leadership as an influence process and on the importance of relationships between members of an organization is an egalitarian, power-sharing model that emphasizes the importance of process (Rost, 1993).**
**Resources**
·
[**Feature Article: A Tribute to Joseph C. Rost: Understanding Leadership in the 21st Century**](http://integralleadershipreview.com/5636-feature-article-a-tribute-to-joseph-c-rost-understanding-leadership-in-the-21st-century/)
·
[**Rost on 21st Century Leadership**](https://navigate.nu.edu/content/enforced/305045-LED602-122156-SA2610W2-M/Remediated/Rost%20on%2021st%20cent%20leadership-1.pdf?isCourseFile=true&ou=305045)
·
**Bass, B. M., & Riggio, R. E. (2006).**
**_Transformational leadership._ Mahwah, NJ: Erlbaum.**
·
**Burns, J.M. (1978).**
**_Leadership._ New York, NY: Harper & Row.**
·
**Freire, P. (1990).**
**_Pedagogy of the Oppressed._ New York, NY: Continuum.**
·
**Goethals, G. & Sorenson, G. (Eds.) (2006).**
**_The Quest for a General Theory of Leadership._ Northampton, MA: Edward Elgar Publishing, Inc. 12.**
·
**Greenleaf, R. (2008).**
**_The Servant as Leader Essay._ Rev. Edition. The Greenleaf Center for Servant Leadership.**
·
**Heifetz, R. & Linsky, M. (2002).**
**_Leadership on the line: Staying alive through the dangers of leading._ Boston, MA: Harvard Business School Press. 14.**
·
**Heifetz, R., Grashow, A. & Linsky, M (2009).**
**_The Practice of Adaptive Leadership: tools and tactics for changing your organization and world._ Boston, MA: Harvard Business Press. 15.**
·
**Hickman, G. R. (Ed.) (2016).**
**_Leading Organizations: Perspectives for a new era._ Edited. (3rd ed.) Thousand Oaks, CA: Sage.**
·
**Parks, S. D. (2005).**
**_Leadership Can be Taught: A Bold Approach for a New World._ Boston, Mass: Harvard Business Review Press.**
·
**Raelin, J. A. (2016). Imagine there are no leaders: Reframing leadership as collaborative agency.**
**_Leadership,_ 12(2), 131-158.**
·
**Rost, Joseph. (1993).**
**_Leadership for the 21st Century._ Westport, CN: Praeger**
**## PostIndustrialLeadershipTheoriesREADINGS.docx**
Post-Industrial Leadership Theories
### Review Notes on Post-Industrial Leadership Theories
The leadership theories mentioned here are provided for review of the post-industrial view of leadership studies, as mentioned in the article by Rost and Barker, (2000). It will be helpful to review the following resources to become fully familiar with the approaches to exercising leadership in the current context of organizational life, however this is not a complete list as theories emerge in the literature as reflected in a thorough review of the relevant literature. The following are a few brief summaries and it’s recommended to review the original and scholarly sources whenever possible. These are some helpful key theories that are discussed frequently:
· Transformational Leadership (Burns, 1978: Bass and Riggio, 2006)
· Servant Leadership, (Greenleaf, 1971)
· Adaptive Leadership (Heifetz and Laurie, 2001:2009)
· Relational leadership (Rost, 1993: 2003)
Transformational Leadership
According to Burns (1978) and Bass and Riggio (2006), leadership is a transformative process “when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality” (p.20). The four “I”s of Transformational Leadership include:
**Idealized Influence (II)**- the leader serves as an ideal role model for followers; the leader "walks the talk," and is admired for this.
**Inspirational Motivation (IM)**- Transformational leaders have the ability to inspire and motivate followers. Combined these first two I's are what constitute the transformational leader's charisma.
**Individualized Consideration (IC)**- Transformational leaders demonstrate genuine concern for the needs and feelings of followers. This personal attention to each follower is a key element in bringing out their very best efforts.
**Intellectual Stimulation (IS)**- the leader challenges followers to be innovative and creative. A common misunderstanding is that transformational leaders are "soft," but the truth is that they constantly challenge followers to higher levels of performance.
### Servant Leadership
A natural feeling to serve first which aspires one to lead and become concerned with the health, welfare, and the development of those being lead (Greenleaf, 1971). The test of servant leadership is whether the people being served “while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?” (Greenleaf, 1970, p.7). Like other contemporary views of leadership, Greenleaf’s servant leadership downplays power or authoritarian dynamics and makes room for leadership to be exercised independently of position.
#### Ten Principles of Servant Leadership:
1.
**Listening**
a. Traditionally, leaders have been valued for their communication and decision-making skills. Servant-leaders must reinforce these important skills by making a deep commitment to listening intently to others. Servant-leaders seek to identify and clarify the will of a group. They seek to listen receptively to what is being said (and not said).
b. Listening also encompasses getting in touch with one's inner voice, and seeking to understand what one's body, spirit, and mind are communicating.
2.
**Empathy**
Servant-leaders strive to understand and empathize with others. People need to be accepted and recognized for their special and unique spirit. One must assume the good intentions of coworkers and not reject them as people, even when forced to reject their behavior or performance.
3.
**Healing**
Learning to heal is a powerful force for transformation and integration. One of the great strengths of servant-leadership is the potential for healing oneself and others. In "The Servant as Leader", Greenleaf writes, "There is something subtle communicated to one who is being served and led if, implicit in the compact between the servant-leader and led is the understanding that the search for wholeness is something that they have."
4.
**Awareness**
General awareness, and especially self-awareness, strengthens the servant-leader. Making a commitment to foster awareness can be scary–one never knows that one may discover! As Greenleaf observed, "Awareness is not a giver of solace – it's just the opposite. It disturbed. They are not seekers of solace. They have their own inner security."
5.
**Persuasion**
Servant-leaders rely on persuasion, rather than positional authority in making decisions. Servant-leaders seek to convince others, rather than coerce compliance. This particular element offers one of the clearest distinctions between the traditional authoritarian model and that of servant-leadership. The servant-leader is effective at building consensus within groups.
6.
**Conceptualization**
Servant-leaders seek to nurture their abilities to "dream great dreams." The ability to look at a problem (or an organization) from a conceptualizing perspective means that one must think beyond day-to-day realities. Servant-leaders must seek a delicate balance between conceptualization and day-to-day focus.
7.
**Foresight**
Foresight is a characteristic that enables servant-leaders to understand lessons from the past, the realities of the present, and the likely consequence of a decision in the future. It is deeply rooted in the intuitive mind.
8.
**Stewardship**
Robert Greenleaf's view of all institutions was one in which CEO's, staff, directors, and trustees all play significance roles in holding their institutions in trust for the great good of society.
9.
**Commitment to the Growth of People**
Servant-leaders believe that people have an intrinsic value beyond their tangible contributions as workers. As such, servant-leaders are deeply committed to a personal, professional, and spiritual growth of each and every individual within the organization.
10.
**Building Community**
Servant-leaders are aware that the shift from local communities to large institutions as the primary shaper of human lives has changed our perceptions and has caused a feeling of loss. Servant-leaders seek to identify a means for building community among those who work within a given institution.
#### Resources
·
[Principles of Servant Leadership](http://www.butler.edu/volunteer/resources/principles-of-servant-leadership.)
· Greenleaf Center for Servant Leadership. (2017, May 17).
[_Robert K. Greenleaf, servant-leader_](https://youtu.be/afOByZ8JlrE?si=z8usQiVezUcwOWRF)[Video]. YouTube. [18:52]
### Adaptive Leadership (Heifetz and Laurie, 2001)
The view of leadership as a process, generally collective and delineates between the functions of authority (management) and leadership. Leadership is mobilizing people for adaptive work. Rather than fulfilling the expectation that they will provide answers, leaders have to ask tough questions. Rather than protecting people from outside threats, leaders should allow them to feel the pinch of reality in order to stimulate them to adapt. Instead of orienting people to their current roles, leaders must disorient them so that new relationships can develop. Instead of quelling conflict, leaders have to draw the issues out. Instead of maintaining norms, leaders have to challenge "the way we do business" and help others distinguish immutable values from historical practices that must go (Heifetz and Laurie, 2001, para.7).
### Relational Leadership
A relational and ethical process of people working together attempting to accomplish positive change by engaging in agreed upon goals (Rost, 1993; Hickman, 2010).
Rost (1993) builds on the idea of an individuals’ influence and focuses on the relational aspect and influence process of leadership. In fact, he defines leadership as “an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes” (p.102). This definition of leadership emphasizes the importance of the human relationship and the ability to create an influence that does not necessarily depend on formal authority, but rather is built on shared goals in a post-industrial society. This emphasis on leadership as an influence process and on the importance of relationships between members of an organization is an egalitarian, power-sharing model that emphasizes the importance of process (Rost, 1993).
#### Resources
·
[Feature Article: A Tribute to Joseph C. Rost: Understanding Leadership in the 21st Century](http://integralleadershipreview.com/5636-feature-article-a-tribute-to-joseph-c-rost-understanding-leadership-in-the-21st-century/)
· Rost on 21st cent leadership-1.pdf (Available online in course LED602)
· Bass, B. M., & Riggio, R. E. (2006).
_Transformational leadership_. Mahwah, NJ: Erlbaum.
· Burns, J.M. (1978).
_Leadership._ New York, NY: Harper & Row.
· Freire, P. (1990).
_Pedagogy of the Oppressed._ New York, NY: Continuum.
· Goethals, G. & Sorenson, G. (Eds.) (2006).
_The Quest for a General Theory of Leadership._ Northampton, MA: Edward Elgar Publishing, Inc. 12.
· Greenleaf, R. (2008).
_The Servant as Leader Essay._ Rev. Edition. The Greenleaf Center for Servant Leadership.
· Heifetz, R. & Linsky, M. (2002).
_Leadership on the line: Staying alive through the dangers of leading._ Boston, MA: Harvard Business School Press. 14.
· Heifetz, R., Grashow, A. & Linsky, M (2009).
_The Practice of Adaptive Leadership: tools and tactics for changing your organization and world._ Boston, MA: Harvard Business Press. 15.
· Hickman, G. R. (Ed.) (2016).
_Leading Organizations: Perspectives for a new era_. Edited. (3rd ed.) Thousand Oaks, CA: Sage.
· Parks, S. D. (2005).
_Leadership Can be Taught: A Bold Approach for a New World._ Boston, Mass: Harvard Business Review Press.
· Raelin, J. A. (2016). Imagine there are no leaders: Reframing leadership as collaborative agency.
_Leadership_, 12(2), 131-158.
· Rost, Joseph. (1993).
_Leadership for the 21st Century_. Westport, CN: Praeger
**## Week1ReflectionDiscussionPostHM.docx**
**Week 1: Reflection**
**After viewing the materials from this Module, especially the two articles about post-industrial leadership, reflect on the following questions:**
·
**How does the new information impact you?**
·
**How will you use the new information?**
·
**What value does this have for you?**
**Your response should demonstrate thoughtful consideration of the ideas and concepts presented in this module.**
**Post an initial 200+ word.**
**Use theme sentences and paragraph format.**
**Post-Industrial Leadership Theories**
**Review Notes on Post-Industrial Leadership Theories**
**The leadership theories mentioned here are provided for review of the post-industrial view of leadership studies, as mentioned in the article by Rost and Barker, (2000). It will be helpful to review the following resources to become fully familiar with the approaches to exercising leadership in the current context of organizational life, however this is not a complete list as theories emerge in the literature as reflected in a thorough review of the relevant literature. The following are a few brief summaries and it’s recommended to review the original and scholarly sources whenever possible. These are some helpful key theories that are discussed frequently:**
·
**Transformational Leadership (Burns, 1978: Bass and Riggio, 2006)**
·
**Servant Leadership, (Greenleaf, 1971)**
·
**Adaptive Leadership (Heifetz and Laurie, 2001:2009)**
·
**Relational leadership (Rost, 1993: 2003)**
**Transformational Leadership**
**According to Burns (1978) and Bass and Riggio (2006), leadership is a transformative process “when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality” (p.20). The four “I”s of Transformational Leadership include:**
·
**Idealized Influence (II) – the leader serves as an ideal role model for followers; the leader "walks the talk," and is admired for this.**
·
**Inspirational Motivation (IM) – Transformational leaders have the ability to inspire and motivate followers. Combined these first two I's are what constitute the transformational leader's charisma.**
·
**Individualized Consideration (IC) – Transformational leaders demonstrate genuine concern for the needs and feelings of followers. This personal attention to each follower is a key element in bringing out their very best efforts.**
·
**Intellectual Stimulation (IS) – the leader challenges followers to be innovative and creative. A common misunderstanding is that transformational leaders are "soft," but the truth is that they constantly challenge followers to higher levels of performance.**
**Servant Leadership**
**A natural feeling to serve first which aspires one to lead and become concerned with the health, welfare, and the development of those being lead (Greenleaf, 1971). The test of servant leadership is whether the people being served “while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?” (Greenleaf, 1970, p.7). Like other contemporary views of leadership, Greenleaf’s servant leadership downplays power or authoritarian dynamics and makes room for leadership to be exercised independently of position.**
**Ten Principles of Servant Leadership:**
1.
**Listening**
a.
**Traditionally, leaders have been valued for their communication and decision-making skills. Servant-leaders must reinforce these important skills by making a deep commitment to listening intently to others. Servant-leaders seek to identify and clarify the will of a group. They seek to listen receptively to what is being said (and not said).**
b.
**Listening also encompasses getting in touch with one's inner voice, and seeking to understand what one's body, spirit, and mind are communicating.**
2.
**Empathy**
**Servant-leaders strive to understand and empathize with others. People need to be accepted and recognized for their special and unique spirit. One must assume the good intentions of coworkers and not reject them as people, even when forced to reject their behavior or performance.**
3.
**Healing**
**Learning to heal is a powerful force for transformation and integration. One of the great strengths of servant-leadership is the potential for healing oneself and others. In "The Servant as Leader", Greenleaf writes, "There is something subtle communicated to one who is being served and led if, implicit in the compact between the servant-leader and led is the understanding that the search for wholeness is something that they have."**
4.
**Awareness**
**General awareness, and especially self-awareness, strengthens the servant-leader. Making a commitment to foster awareness can be scary–one never knows that one may discover! As Greenleaf observed, "Awareness is not a giver of solace – it's just the opposite. It disturbed. They are not seekers of solace. They have their own inner security."**
5.
**Persuasion**
**Servant-leaders rely on persuasion, rather than positional authority in making decisions. Servant-leaders seek to convince others, rather than coerce compliance. This particular element offers one of the clearest distinctions between the traditional authoritarian model and that of servant-leadership. The servant-leader is effective at building consensus within groups.**
6.
**Conceptualization**
**Servant-leaders seek to nurture their abilities to "dream great dreams." The ability to look at a problem (or an organization) from a conceptualizing perspective means that one must think beyond day-to-day realities. Servant-leaders must seek a delicate balance between conceptualization and day-to-day focus.**
7.
**Foresight**
**Foresight is a characteristic that enables servant-leaders to understand lessons from the past, the realities of the present, and the likely consequence of a decision in the future. It is deeply rooted in the intuitive mind.**
8.
**Stewardship**
**Robert Greenleaf's view of all institutions was one in which CEO's, staff, directors, and trustees all play significance roles in holding their institutions in trust for the great good of society.**
9.
**Commitment to the Growth of People**
**Servant-leaders believe that people have an intrinsic value beyond their tangible contributions as workers. As such, servant-leaders are deeply committed to a personal, professional, and spiritual growth of each and every individual within the organization.**
10.
**Building Community**
**Servant-leaders are aware that the shift from local communities to large institutions as the primary shaper of human lives has changed our perceptions and has caused a feeling of loss. Servant-leaders seek to identify a means for building community among those who work within a given institution.**
**Resources**
·
**Greenleaf Center for Servant Leadership. (2017, May 17).** [**Robert K. Greenleaf, servant-leader**](https://youtu.be/afOByZ8JlrE?si=z8usQiVezUcwOWRF) **[Video]. YouTube. [18:52]**
**Adaptive Leadership (Heifetz and Laurie, 2001)**
**The view of leadership as a process, generally collective and delineates between the functions of authority (management) and leadership. Leadership is mobilizing people for adaptive work. Rather than fulfilling the expectation that they will provide answers, leaders have to ask tough questions. Rather than protecting people from outside threats, leaders should allow them to feel the pinch of reality in order to stimulate them to adapt. Instead of orienting people to their current roles, leaders must disorient them so that new relationships can develop. Instead of quelling conflict, leaders have to draw the issues out. Instead of maintaining norms, leaders have to challenge "the way we do business" and help others distinguish immutable values from historical practices that must go (Heifetz and Laurie, 2001, para.7).**
**Relational Leadership**
**A relational and ethical process of people working together attempting to accomplish positive change by engaging in agreed upon goals (Rost, 1993; Hickman, 2010). Rost (1993) builds on the idea of an individuals’ influence and focuses on the relational aspect and influence process of leadership. In fact, he defines leadership as “an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes” (p.102). This definition of leadership emphasizes the importance of the human relationship and the ability to create an influence that does not necessarily depend on formal authority, but rather is built on shared goals in a post-industrial society. This emphasis on leadership as an influence process and on the importance of relationships between members of an organization is an egalitarian, power-sharing model that emphasizes the importance of process (Rost, 1993).**
**Resources**
·
[**Feature Article: A Tribute to Joseph C. Rost: Understanding Leadership in the 21st Century**](http://integralleadershipreview.com/5636-feature-article-a-tribute-to-joseph-c-rost-understanding-leadership-in-the-21st-century/)
·
[**Rost on 21st Century Leadership**](https://navigate.nu.edu/content/enforced/305045-LED602-122156-SA2610W2-M/Remediated/Rost%20on%2021st%20cent%20leadership-1.pdf?isCourseFile=true&ou=305045)
·
**Bass, B. M., & Riggio, R. E. (2006).**
**_Transformational leadership._ Mahwah, NJ: Erlbaum.**
·
**Burns, J.M. (1978).**
**_Leadership._ New York, NY: Harper & Row.**
·
**Freire, P. (1990).**
**_Pedagogy of the Oppressed._ New York, NY: Continuum.**
·
**Goethals, G. & Sorenson, G. (Eds.) (2006).**
**_The Quest for a General Theory of Leadership._ Northampton, MA: Edward Elgar Publishing, Inc. 12.**
·
**Greenleaf, R. (2008).**
**_The Servant as Leader Essay._ Rev. Edition. The Greenleaf Center for Servant Leadership.**
·
**Heifetz, R. & Linsky, M. (2002).**
**_Leadership on the line: Staying alive through the dangers of leading._ Boston, MA: Harvard Business School Press. 14.**
·
**Heifetz, R., Grashow, A. & Linsky, M (2009).**
**_The Practice of Adaptive Leadership: tools and tactics for changing your organization and world._ Boston, MA: Harvard Business Press. 15.**
·
**Hickman, G. R. (Ed.) (2016).**
**_Leading Organizations: Perspectives for a new era._ Edited. (3rd ed.) Thousand Oaks, CA: Sage.**
·
**Parks, S. D. (2005).**
**_Leadership Can be Taught: A Bold Approach for a New World._ Boston, Mass: Harvard Business Review Press.**
·
**Raelin, J. A. (2016). Imagine there are no leaders: Reframing leadership as collaborative agency.**
**_Leadership,_ 12(2), 131-158.**
·
**Rost, Joseph. (1993).**
**_Leadership for the 21st Century._ Westport, CN: Praeger**