dark side of leadership PDF

Leadership: Individualism to collectivity
Abstract
The review and the mapping evaluate the increasing literature of Leadership:
Individualism to collectivity. The field is started by introducing its importance and
emergence in the leadership context. The topic is elaborated with three subject and that
are Distributed Leadership, Millennial Leadership and The dark side of leadership.
Furthermore the review is structured on the basis of these perceptions. Each subject is
explored with the in-depth research and is interconnected with the research topic. The
distributed leadership highlights the workplace power while working together whereas
the millennial leadership focuses on the organizational advancement in every perspective
and finally the dark side of the leadership focuses on how the behavior can lead the
organization to destruction. Both the theoretical and empirical papers are utilized and
then the methodologies have been analyzed. The implication of the literature review is
discussed and concluded with summarizing the over all review.
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TABLE OF CONTENTS
INTRODUCTION __________________________________ 3 - 5
THEORITICAL FRAMEWORK _______________________ 5
DISTRIBUTED LEADERSHIP ________________________ 6 - 8
METHODOLOGY ___________________________________ 9 - 10
MILLENNIAL LEADERSHIP _________________________ 10 - 13
METHODOLOGY___________________________________ 13 - 14
THE DARK SIDE OF LEADERSHIP ____________________ 14 - 17
METHODOLOGY ____________________________________ 17 - 18
IMPLICATION _______________________________________ 18 - 20
CONCLUSION _______________________________________ 20 - 21
REFERENCE _________________________________________ 22 - 26
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Introduction
Leadership is the ways towards persuading the behavior of others in order to willingly
and enthusiastically do the work for achieving the targeted goals. Leadership might also
be seen regarding the relation between a leader and his followers (individuals / groups)
that emerges from their functioning for the common objectives. As the world is having
advancement everyday in every sector, leadership also has been evolving with time.
Starting with the understanding of leadership it is noted that in all sectors and at all levels
leaders today face an extraordinarily high level and pace of change (Oustan, 2006). These
are driven by four forces and in order to respond leaders must strike a balancing act in
four areas that are perspective, motivation, planning and renewal. These balancing act are
believed to be critical not just for the success of their teams and the organization but also
for their own sustainability of the leaders energies and passions (Loing et al, 2012).
The survey was done from the world of philosophy, politics, and literature where it was
found out that the challenges leaders face today is framed with two numbers. The first
number is 50% where it is said that 50% of the companies on S&P 500 will disappear
with in 20 years and the pace at which they will disappear is accelerating. Past
institutional greatness is no guarantee of future relevance (CDIP, 2017). The second
number is 40 % where it is indicated that 40% of the newly hired or promoted leaders fail
in their roles within 18 months. When managers think of the amount of resources and
energy that go into recruiting new leaders at all levels, that is an astonishingly high
number. Past experience and qualifications at an individual level offer no guarantee of
future success (Truss et al, 2006). Globalization creates an enormous opportunity but as
talent and capital become more mobile competition can come from anywhere and not just
rom where you are located. External stakeholders are incredibly important because
leaders in any organization and government at tan NGO dealing with the external stake
holders that are not the customers is not just a job for their communication or external
affairs departments but it is a critical job description for the person as a leader.
Moving on, there has always been a huge amount of debate and confusion with respect to
what constitute leadership. Every organization has culture and every culture carries
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values along them. In considering cultural dimension or attributes, individualism is a
preference for independence and self-reliance. Culture that focuses on individualism,
celebrate the accomplishment of a person rather than a group. On the other hand
organization following collectivist culture feel a strong association to groups including
family and work unit rather than any particular individual receiving all the praise or
blame. People in collectivist culture s tend to work toward collective rather than the
personal goals and are responsible to the group for their actions. The success or the
failure tends to be shared among the work Leadership is commonly referred and looked
as the only right of the individual actor, where a particular leader determines leadership
through their behavior, own attributes and how they carry it and act upon.
Leadership perspective is culturally lucid; individuals westernized understanding where
society is seen as a conglomeration of people (Luke, 1998). Leadership is therefore
considered inside the quintessential literature as a technique centered on social relations
and interactions between the people (Burgoyne, 2003). It cannot exist merely within an
individual, as more than one person is needed in order to have enactment in leadership. It
is considered as a relationship concerning the individual plus the follower who
implements leadership. This does not mean that the influence and activity of those
individuals who showcased the leadership qualities such as Nelson Mandela, Mahatma
Gandhi, and Steve Jobs etc. are being neglected. Many theorist claims that leadership
should be collective, starting with (Senge, 1990) where he defines leadership as a
collective competence in order to create beneficial things furthermore (Collinson, 2006)
states that it is a consequences and the property of the community rather than the
consequences and property of an individual.
Certainly with new generations coming through and more interconnected and global
world, leadership has to come from all levels. The organizations are slowly realizing the
speed of the dynamic environment and moving from individualism to collectivism.
Collectivism is committed to what is best for the group family or the community and all
the decisions are made with the consideration of the communal welfare. Leading with an
example in China there is a term known as Guanxi, which implies that, the consensus of
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the company or the group must take primacy over that of the individual (Phillips, 2016).
At work collectivistic culture value, training, physical conditions, skills and the core
rewards of mastery. Furthermore adding up with another vivid example of the tension
that exist in these two polarities could be found in the experience of MC Donald, when
they took their franchise to India which follows a very collectivistic culture.
MC Donald’s had previously operated the individualist competitive and personal
achievement work well for profitability and productivity. They held employees of the
week contest, which did not motivate the employees in India in fact it was not considered
a healthy thing to be singled out. Such an intended congestive proved to be a
demotivation. Working with different groups with out knowledge of the culture and
without taking opinions from all level of organization only invades failure. It is a mistake
to assume that most culture and organization success is individualistic. The paper will be
stretching the perspective of leadership by dividing them into three themes that are
distributed leadership, millennial leadership and dark side of the leadership. It will also
highlight the empirical studies that help to analyze the topic in more detailed manner.
Figure 1: Theoretical Framework LEADERSHIP
Indivisualism
Collectivism
LEADERSHIP
Indivisualism
CollectivismDistributed
Leadership:
Shared leadership
Team work
Distributed
Leadership:
Shared leadership
Team workDark Side of
Leadership:
Narcassim Charsima
Dark Side of
Leadership:
Narcassim Charsima Millennial Leadership:
Globalization Advancement
Millennial Leadership:
Globalization Advancement
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Distributed Leadership
People deal with leadership weather it is in the role of leader or in the role of the
follower. Here distributed leadership however offers a more flexible model. Not everyone
is a leader at a same time; members exert influence when they have the specific expertise
or experience that is required for specific task or problem in the given situation. This can
only happen when the members have clear understandings of each other’s skills and
capabilities and ambitions. Consequently, someone can claim leadership and colleagues
and grant roles to each other further more accepting the person’s guidance. This flexible
model does require members to be able to both lead and follow furthermore supporting
each other in their work. Every individual in the work place is expected to take initiative
and to take on leadership. As the experience and the expertise are such critical ingredients
of distributed leadership, all members need to keep developing themselves and continue
to make an effort to learn. The topic has come to be a admired post heroic representation
of leadership that have been stimulating alteration from the behaviors and attributes of
the leader who is individualist to additional systematic evaluation whereby leadership is
regarded as a collective process rising through the collaboration of numerous followers or
people (Bein, 2006).
However, this evaluation led to an argument that distributed leadership is not a system
where works are done by one individual to others or a set of singular actions by which the
employee makes contribution to a team or the organization but it plays a role of a team
endeavor that works inside and through the relationship, moderately than a singular act
(Bennett, 2013). Distributed leadership from (Gronn, 2002) perspective states a new
analysis unit through which management or leadership may want to be comprehended in
terms of a holistic experience rather than the accumulation of the individual influences.
Furthermore (Gronn, 2002) states the above leadership dimension as the concretive action
as it is contrasted with the numeral action and further with the support of the three
alternative forms of engagement that are intuitive working relationship, spontaneous
collaboration and institutionalized practices he exemplified his argument. Each of these
three forms of engagement could be regarded as the demonstration of conjoint agency.
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