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The Context of Leadership:

The Context of Leadership:. The Notion of Culture and Formal Organizations. Outline. Model of Leadership Contexts Culture Defining culture Culture exercise The Immediate Context: Organizational cultures A Matrix of Leadership Contexts Exercise. Model of Leadership Contexts.

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The Context of Leadership:

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  1. The Context of Leadership: The Notion of Culture and Formal Organizations

  2. Outline • Model of Leadership Contexts • Culture • Defining culture • Culture exercise • The Immediate Context: Organizational cultures • A Matrix of Leadership Contexts Exercise

  3. Model of Leadership Contexts HISTORICAL CONTEXT CONTEMPORARY CONTEXT IMMEDIATE CONTEXT LEADER FOLLOWERS

  4. Model of Leadership Contexts HISTORICAL CONTEXT CONTEMPORARY CONTEXT IMMEDIATE CONTEXT LEADER FOLLOWERS

  5. Culture • Define culture • The collective programming of the mind which distinguishes one group or category of people from another (Hofstede) • The accumulated shared learning of a group (Schein) • Things learned, shared, and transmitted

  6. Brainstorm • How might culture impact the process of leadership?

  7. The Culture of U of R • Get into small groups • Brainstorm those things that are “learned, shared, and transmitted” at the University of Richmond

  8. One More Thing… • Now, look at what you have listed and consider how it relates to the leadership challenge of attaining and dealing with diversity on campus.

  9. Values Work hard-play hard mentality Rules of the game Pressure toward conformity Climate Different social spheres (greek/ not greek) Metaphors Living in a bubble Embedded skills How to use scoop files Group norms Where to sit in the dining hall Shared language D-hall for dining hall Rituals Proclamation night; Ring dance The Unique Culture of U of R

  10. Model of Leadership Contexts HISTORICAL CONTEXT CONTEMPORARY CONTEXT IMMEDIATE CONTEXT LEADER FOLLOWERS

  11. National vs. Organizational Culture • Hofstede • Two very different phenomena • National cultures • Fundamental, invisible values held by majority of members, acquired in early childhood • Change very slowly if at all • Organizational cultures • Superficial; residing in visible practices of the organization, acquired by socialization of new members • May be consciously changed

  12. A Matrix of Leadership Context • Four Groups: • Formal organizations • Community organization • Political system • Social Movement

  13. Respond to These Questions from your Group’s Perspective • 1. What is the purpose of this organization of group? • 2. What are the typical types of tasks undertaken? • 3. What is the structure of the organization? • 4. Why did the followers join the group? • 5. How are leaders chosen? • 6. How do leaders interact with followers? • 7. How are decisions made?

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