Leadership Emergence
Introduction
Sometimes leadership just happens. It is not always the result of specific skills or qualifications. Instead, leaders often emerge from a particular context of variables, some of which are social, psychological, and political. Think for a moment about the leaders within an organization for which you work or have worked. How did they become leaders? Did they emerge because of specific traits? Did they emerge based on their influence within a group? Or did they emerge based on their tenure or political power within the organization?
This week, you will explore the roles of power and influence in leadership emergence. You also will consider social, psychological, and political contexts from which leaders emerge.
Learning Outcomes
By the end of this week, you should be able to:
� Distinguish between power and influence
� Explain the roles of power and influence in leadership emergence
� Analyze social, psychological, and political contexts from which leaders emerge
� Explain how social, psychological, and political contexts from which leaders emerge impact leadership effectiveness
� Analyze challenges related to sociological, psychological, and political contexts from which leaders emerge
Readings
� Article: Foti, R. J., & Hauenstein, N. M. A. (2007). Pattern and variable approaches in leadership emergence and effectiveness. Journal of Applied Psychology, 92(2), 347-355.
Use the Business Source Premier database, and search using the article’s Accession Number: 24665086
� Article: Lundstedt, S. (1965). Administrative leadership and use of social power. Public Administration Review, 25(2), 156-160.
Use the Business Source Premier database, and search using the article’s Accession Number: 4595229
� Article: Riggio, R. E., Riggio, H. R., Salinas, C., & Cole, E. J. (2003). The role of social and emotional communication skills in leader emergence and effectiveness. Group Dynamics: Theory, Research, and Practice, 7(2), 83-103.
Use the PsycARTICLES database, and search using the article’s Accession Number: gdn-7-2-83
� Article: Salancik, G. R., & Pfeffer, J. (1977). Who gets power?And how they hold on to it: A strategic-contingency model of power. Organizational Dynamics, 5(3), 3-21.
Use the Business Source Premier database, and search using the article’s Accession Number: 5140668
Case Studies (Course Case Studies are also located in the Course Info area.)
� Week 5 Application: Case Studies 1-3
Optional Readings
� Article: Hogg, M. A. (2001). A social identity theory of leadership. Personality & Social Psychology Review, 5(3), 184-200.
Use the Academic Search Premier database, and search using the article’s Accession Number: 4802751
� Article: Michelson, B. J. (n.d.). Leadership and power base development: Using power effectively to manage diversity and job-related interdependence in complex organizations. Retrieved September 2, 2008, from https://www.au.af.mil/au/awc/awcgate/au-24/michelson.pdf
Application: Emergence and Effectiveness
For the Discussion this week, you explored the roles of power and influence in leadership emergence. For this Application, you will review three case studies and consider social, psychological, and political contexts from which leaders in each case study emerged. Then you will explain how the social, psychological, and political contexts from which each leader emerged might impact each leader’s effectiveness. Finally, you will analyze challenges that each leader might encounter.
To prepare for this assignment:
� Review the articles “The Role of Social and Emotional Communication Skills in Leader Emergence and Effectiveness” and “Pattern and Variable Approaches in Leadership Emergence and Effectiveness.”
� Think about social, psychological, and/or political contexts from which leaders might emerge.
� Consider which contexts might contribute to effective or ineffective leadership.
� Review Week 5: Case Studies 1-3. Consider the social, psychological, and/or political contexts from which leaders in each case study emerged.
� Think about which leader might be the most effective and which leader might be the least effective and why.
� Consider challenges leaders in each case study might encounter.
The assignment: (1-2 pages)
� Describe the social, psychological, and/or political contexts from which leaders emerged in each case study.
� Explain which leader might be most effective, which leader might be least effective, and why.
� Describe at least one challenge each leader might encounter and explain why the leader might encounter that challenge.
Support your Application Assignment with specific references to all resources used in its preparation. You are asked to provide a reference list only for those resources not included in the Learning Resources for this course.
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