Running head: LEADERSHIP LITERATURE REVIEW

Leadership Literature Review EDAD 570 Winter 2012 Lindsey Hoogkamer

LEADERSHIP LITERATURE REVIEW Introduction

Leadership is both an art and a science. Higher education institutions are dependent upon effective leadership, yet many people are troubled by a lack of strong leadership (Wren, 1995, p. 1). The following is a review of literature based on J. Thomas Wrens (1995) text, The Leaders Companion: Insights of Leadership through the Ages. I will highlight several themes that demonstrate what it means to be an effective leader and follower. It makes logical sense to first define leadership, yet the meaning of leadership may depend on the kind of institution in which it is found (Bass, 1995, p. 38). For the purposes of this review, I believe that Hughes, Ginnett, and Curphys definition is well suited for leadership in higher education settings. They define leadership as the process of influencing an organized group toward accomplishing its goals (p. 43). Lao-tzus work titled Tao Te Ching provides an interesting take on leadership. The author notes that enlightened leadership is service, not selfishness (p. 69). The author equates the leader with water: Water cleanses and refreshes all creatures without distinction and without judgment (p. 70). An effective leader acts similarly so that all will benefit from his/her actions. For example, in a college or university, a departmental director must be responsive to the needs of her employees and students, while remaining non-judgmental in the process. Traits of a Leader Some debate has existed between those who believe that leadership qualities are inherited, known as great man theories, and those who believe that one can acquire the necessary traits to become a leader. The great man theories of the past were soon replaced by trait theories, which asserted that leaders characteristics are different from non-leaders (Kirkpatrick and Locke, 1995, p. 133). The essay, Leadership: Do Traits Matter? by

LEADERSHIP LITERATURE REVIEW Kirkpatrick and Locke (1995) highlights the traits that are frequently found in leaders. Although the traits they outline are found most often in leaders, these traits alone are only a precursor to becoming a successful leader (p. 134). The authors pinpoint six traits that leaders differ from non-leaders: Drive, desire to lead, honesty/integrity, self-confidence, cognitive ability, and knowledge of the business (pp. 134-135). In regards to drive, effective leaders need to also have the drive to want to lead others, not just do everything herself. The authors demonstrate that leaders are not like other people, and these individuals need to possess certain qualities in order to be effective in their role. I especially connected to the honesty/integrity trait, partly because I recently learned that integrity is one of my core values. According to Kirkpatrick and Locke, honestly and integrity form the foundation of a trusting relationship between leader and follower (p. 138). I believe that if I cannot count on my leader to maintain her word, then she is certainly not an effective leader. Leaders gain trust by being predicable, consistent, and persistent. Morgan McCall and Michael Lombardo of the Center for Creative Leadership (as cited in Kirkpatrick & Locke, 1995) note that managers who reach the top of their fields maintained the following: I will do exactly what I say I will do when I say I will do it. If I change my find, I will tell you well in advance so you will not be harmed by my actions (p. 138). I strive for this standard in both my professional and personal life. Effective Followers Prior to reading deeper into the study of leadership, I did not assume that effective followers were just as important as effective leaders. I also did not assume that leaders and

followers are often the same people, just in different roles. Joseph C. Rosts (1995) essay entitled Leaders and Followers Are the People in this Relationship, helped me in understand this

LEADERSHIP LITERATURE REVIEW dynamic relationship. He notes that, followers can become leaders and leaders can become followers in any one leadership relationship (p. 191). Leaders cannot exist without followers, and followers cannot exist without leaders. It is a symbiotic relationship where one is dependent upon the other. Institutions succeed or fail based on how well their leaders lead, and also well their followers follow (Kelley, 1995, p. 193). According to Kelley (1995), effective followers share essential qualities that include: 1) managing themselves well, 2) commitment to the organization and to a purpose, principle, or person outside themselves, 3) build their competence and focus their efforts for maximum impact, and 4) they are courageous, honest and credible (p. 196). These qualities are eerily similar to the traits of effective leaders as previously mentioned in this review. If effective followers and effective leaders are so similar, then why does society view these two roles so

differently? A harsh stereotype exists that equates followers with being passive and sheep-like. However, effective followers are not passive; they are active and could succeed without strong leadership if it was necessary (Kelley, 1995, p. 196). Relationship of Leaders and Followers Paul Hersey and Kenneth H. Blanchard (1995) present a theory examining the relationship between leaders behavior and the level of readiness shown by the follower; they call this Situational Leadership (p. 207). When the leader remains aware of the followers readiness level, then she is able to adjust her interaction accordingly. The followers effectiveness is dependent upon how well the leader applies the ideal combination of supportive and directive behaviors (p. 210). Another interesting perspective on leadership is called SuperLeadership, developed by Charles C. Manz and Henry P. Sims, Jr. (1995). The authors claim that the most appropriate leader is one who can lead others to lead themselves (p. 213).

LEADERSHIP LITERATURE REVIEW In order to be a SuperLeader, it seems that effective leaders need to incorporate methods of Situational Leadership. True leadership comes from within, not from any outside forces. The SuperLeader theory seems to further disprove the great man theory that was previously mentioned. I appreciate the SuperLeader theory, where power is equally shared between leaders and followers (p. 216) because of my experience with not-so-perfect leaders. In a higher education

setting, it is invaluable to work with directors/supervisors who are approachable. An intimidating leader is one who does not demonstrate qualities of the SuperLeader. Leaders and subordinates (that are becoming strong self-leaders) together represent the source of wisdom and direction. Followers (self-leaders), in turn, experience commitment and ownership of their work (p. 216). Without this vital piece, that makes for a very unproductive work environment. Conclusion In conclusion, it appears that todays leadership crisis may not lie in ineffective leaders, but perhaps the failure to mobilize people and resources to solve the problems (Wren, 1995, p. 312). Leaders are dependent upon followers to get the work done, while followers are dependent on leaders for direction. Both roles are equally vital, and in order to be successful in each role individuals are likely to hold certain traits. Lao-tzu hit the nail on the head when he wrote the following: A leader is best; When people barely know he exists; Not so good when people obey and acclaim him; Worse when they despise him; But of a good leader, who talks little; When his work is done, his aim is fulfilled; They will say: We did it ourselves (Wren, 1995, p. 220).

LEADERSHIP LITERATURE REVIEW References Bass, B. M. (1995). The meaning of leadership. In J. T. Wren (Ed.), The leaders companion:

Insights on leadership through the ages (pp. 37-38). New York: The Free Press. (Original work published in 1974, 1981, 1990). Gardner, J. W. (1995). The cry for leadership. In J. T. Wren (Ed.), The leaders companion: Insights on leadership through the ages (pp. 185 188). New York: The Free Press. (Original work published in 1990). Greenleaf, R. K. (1995). Servant leadership. In J. T. Wren (Ed.), The leaders companion: Insights on leadership through the ages (pp. 18 23). New York: The Free Press. (Original work published in 1977, 1991). Hersey, P. & Blanchard, K. H. (1995). Situational leadership. In J. T. Wren (Ed.), The leaders companion: Insights on leadership through the ages (pp. 193-204). New York: The Free Press. (Original work is a registered trademark of the Center for Leadership Studies, Inc.). Hughes, R. L., Ginnett, R. C., & Curphy, G. R. (1995). What is leadership? In J. T. Wren (Ed.), The leaders companion: Insights on leadership through the ages (pp. 39 43). New York: The Free Press. (Original work published in 1993). Kelley, R. E. (1995). In praise of followers. In J. T. Wren (Ed.), The leaders companion: Insights on leadership through the ages (pp. 193 204). New York: The Free Press. (Original work published in 1988). Kirkpatrick, S. A. & Lock, E. A. (1995). Leadership: Do traits matter? In J. T. Wren (Ed.), The leaders companion: Insights on leadership through the ages (pp. 133 143). New York: The Free Press. (Original work published in 1991).

LEADERSHIP LITERATURE REVIEW Lao-tzu. (1995). Tao te ching. In J. T. Wren (Ed.), The leaders companion: Insights on leadership through the ages (pp. 69-71). New York: The Free Press. (Original work published in 1985). Mabey, C. (1995). The making of a citizen leader. In J. T. Wren (Ed.), The leaders companion: Insights on leadership through the ages (pp. 310 317). New York: The Free Press. (Original work published in 1992). Manz, C. C., & Sims, H. P. (1995). In J. T. Wren (Ed.), The leaders companion: Insights on leadership through the ages (pp. 212 221). New York: The Free Press. (Original work published in 1991). Rost, J. C. (1995). Leaders and followers are the people in this relationship (pp. 189 192). Wren, J.T. (Ed.). (1995). The leaders companion: Insights on leadership through the ages. New York: The Free Press.

LEADERSHIP LITERATURE REVIEW Works Read 1) Domination/Subordination Jean B. Miller 2) Groupthink Irving James 3) In Praise of Followers Robert E. Kelley (Required) 4) Leaders and Followers John W. Gardner 5) Leaders and Follows Are the People in this Relationship Joseph C. Rost 6) Leadership Communication Skills Michael Z. Hackman and Craig E. Johnson 7) Leadership: Do Traits Matter? Shelley A. Kirkpatrick and Edwin A. Locke 8) Leadership Jazz Max De Pree 9) Moral Development in Individuals Howard T. Prince II 10) Servant Leadership Robert K. Greenleaf (Required) 11) Situational Leadership Paul Hersey and Kenneth H. Blanchard (Required) 12) SuperLeadership: Beyond the Myth of Heroic Leadership Charles C. Manz and Henry P. Sims, Jr. 13) Tao Te Ching Lao-tzu (Required) 14) The Artform of Leadership Warren Bennis 15) The Making of a Citizen Leader Cheryl Mabey 16) The Meaning of Leadership Bernard M. Bass 17) Visionary Leadership Marshall Sashkin 18) Ways Women Lead Judy B. Rosener (Required) 19) What Is Leadership? Richard L. Hughes, Robert C. Ginnett, and Gordon R. Curphy 20) Would Women Lead Differently? Virginia Schein