Leadership OB concepts and theories
These include, classic and contemporary theories as well as social identity theory of leadership
“Recruiters are more likely to say someone has ‘leadership potential’ if that person has the same personality traits as the recruiter. Unfortunately, when individuals label other as effective leader merely because they meet their own personal ideal, companies may not get the type of leadership they need.” (André, 2008), Page 310.
The “interpersonal approaches to difficult people” describes how to counsel and discipline them by “Taking the bull out of the bully” (André, 2008), page 331. This is a straightforward definition presenting how the team working for my non-profit organisation should envisage the management of difficult people.
“An effective follower establishes early on whether their boss really wants to know the truth, and, if the boss does, occasionally reminds the boss of his position” (André, 2008), page 334.
“Until business schools teach future accounts and leaders how deep the connections are between business, society, nature, and the world, corporations will continue to be run by hollow leaders who have no sense of ethics or responsibility. Accounting for performances is likely to remain too narrowly focused to be helpful in todays’ demanding environment.” (André, 2008), Page 337.
“Many stakeholders and observers are doubtful that the CEO should be involved in succession planning” (André, 2008), page 339. We will see if newly appointed CEO of Apple will survive this concept.
“[everyone is a company has to set] the stage…have you ever walked into a professor’ office and not seen a wall full of diplomas?…” (André, 2008), page 350. This is linked to the dehumanization described here under.
“[Many tactics can be effective] when targeting peers and subordinates … these include rational persuasion, consultation, collaboration, and inspirational appeals. Using coalitions, legitimation, and pressure are not likely to be effective… When you are trying to influence your boss … the tactic most likely to be successful is rational persuasion” (André, 2008), page 352.
“Of four standard managerial activities, only networking had a statistically significant relationship with being successful [managers in comparison to Effective managers]” (André, 2008), page 354
“It is not so much the kind of person a man is as the kind of situation in which he finds himself that determines how he will act” (André, 2008), page 358
“The dehumanization is the process of depriving individuals of their human qualities and activities; of their individuality” (André, 2008), page 360.
