Learning Objectives and Topics
Course Learning Outcomes (Wk 4) Key Topics (Wk 4)
• K2. Evaluate management principles and
practices with respect to leadership theories
• K3. Interpret influences on leadership styles
through variables including culture and
gender
• K4. Appraise leadership approaches
contextualised by the different organisational
situations and settings
• Skills
• S1. Assess the multifaceted nature of
leadership in Australia and internationally
• S3. Critically analyse and report on
theoretical developments in leadership
understanding with regard to current research
and practical applications
• S4. Communicate leadership learning through
a variety of formal and informal channels
• S5. Reflect on one’s own leadership skills in
the workplace or comparable settings
• Key trends influencing leadership
• Contemporary leadership models
• Leadership case studies
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Federation Business School
Key trends influencing leadership
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Federation Business School
Six trends shaping future leaders, by futurist
Jacob Morgan
4
Are there any other trends
you think we need to
consider?
How prepared do you feel
to lead in these changing
times?
https://www.youtube.com/watch?v=qwDsnJFgi6g
Federation Business School
Contemporary leadership models
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Federation Business School
Contemporary leadership models with
Jennifer Bridges (2019)
6
What are the 5 top
leadership theories Jennifer
identifies?
Which theory makes most
sense to you, and why?
https://www.projectmanager.com/training/top-5-leadership-theories
Federation Business School
Authentic leadership (1)
A pattern of transparent and ethical leader behaviour that
encourages openness in sharing information needed to
make decisions whilst accepting followers’ inputs
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Federation Business School
Authentic leadership (2)
A process that draws from both positive
psychological capacities and a highly developed
organizational context, which results in both
greater self-awareness and self-regulated positive
behaviours on the part of leaders and associates,
fostering positive self-development
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Federation Business School
Authentic leadership (3)
Components
-Multi-level theory – includes leaders, followers and context
-Balanced processing (of data before making a decision)
-Internalised moral perspective (moral standards which
self-regulate behaviour)
-Relational transparency (presenting an authentic self by
sharing information and feelings as appropriate)
-Self-awareness (understanding of your own strengths and
weaknesses and the way you make sense of the world)
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Federation Business School
Authentic leadership (4)
The best leaders
-Have high moral integrity
-Good self-awareness
-Good awareness of others’ strengths, weaknesses, needs
and values
-Good awareness of their context
Authenticity is paramount
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Federation Business School
Transformational Leadership
Four factors
-Idealised influence
-Intellectual stimulation
-Inspirational motivation
-Individualised consideration
Bass argued that morality was not inherently part of
transformational leadership – eg Hitler immoral but
transformational
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Federation Business School
Servant Leadership
True leadership is achieved not by reducing men to one’s service but in
giving one’s selfless service to them
Put service before self-interest
Listen first to affirm others
Inspire trust be being trustworthy
Nourish others to help them become whole
Servant leadership can mean something as simple as encouraging others
in their personal development and helping them understand the larger
purposes in their work.
Servant leaders make a deliberate choice to serve others
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Federation Business School
Ten characteristics (Avolio et al)
Listening
Empathy
Healing
Awareness
Persuasion
Conceptualisation
Foresight
Stewardship
Commitment
Building community
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Federation Business School
Differences between authentic/transformational and servant
leadership
Authentic leadership based on life experiences and
self-awareness
-Can be negative, unethical and authoritarian
Transformational leaders
-Encourages morality and motivation but not necessarily in
followers best interests
Servant leadership is based on a value system
- Adds an ethical, moral and service dimension to authentic
and transformational leadership
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Federation Business School
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Authoritarian management
Participative management
Stewardship
-Partnership assumptions
-Localise decisions and power
-Recognise and reward the value of labour
-Expect core work teams to build the organisation
Leadership continuum
Federation Business School
Shared, collected or distributed leadership
Rather than the formal authority providing leadership in all
situations, the person with the most knowledge at the time
should lead, so introducing the concept of shared
leadership
Two forms of leadership, focused, in one individual, or
distributed among a few, or many members of an
organisation
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Federation Business School
Associated terms
Democratic leadership
Collective leadership
Shared leadership
Dispersed leadership
Distributive leadership dual leadership dual control
Co-leadership, or the
Leadership (or management) couple
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Federation Business School
Shared leadership (Yukl) (1)
Does not require an individual who can perform all of the
essential leadership functions, only a set of people who can
collectively perform them
Some leadership functions (eg making important decisions)
may be shared by several members of a group, some
leadership functions may be allocated to individual
members, and a particular leadership function may be
performed by different people at different times
The leadership actions of any individual leader are much
less important than the collective leadership provided by
members of the organisation
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Federation Business School
Shared leadership (Yukl) (2)
Shared, or distributed leadership sits comfortably in contemporary
organisations, where the competencies required are often greater
than any one person is able to possess
Relevant to team structures, participative management and
increasing empowerment of individual
As a result, leadership may no longer be exclusive to any one
individual but may be distributed among members of the
organisation
Yukl (1999, 292) suggests that “an alternative perspective would be
to describe leadership as a shared process of enhancing the
collective and individual capacity of people to accomplish their work
roles effectively.”
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Federation Business School
Why good leaders make you feel safe
with Simon Sinek (2014)
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https://youtu.be/lmyZMtPVodo
What does ‘safety’ mean?
Why is it important for leaders to
make their people feel safe?
How can leaders deliver on this?
Federation Business School
Leadership case studies
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Federation Business School
Leadership case studies
ACTIVITY (20 mins)
• In groups, select one of the articles on leaders of the future
(links on next slide), read through and answer:
• How would you classify this person’s leadership style?
• Are they effective leaders? Why/Why not?
• What can we learn from this leader in our leadership
journeys?
• Be prepared to share your answers with the class
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Federation Business School
Leadership case studies
ACTIVITY – Links
• Ajay Banga, Mastercard CEO
• Sebastien Bazin, Accor Hotels
• David Novak, Yum Brands
• Janine Allis, Australian Businesswomen
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