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Structure of this Website Lecture 10 : Emerging issues and dilemmas The learning objective is to for leaders to consider possibilities for new maps appropriate for the ‘leader of the future’ (and specifically for the reader as a leader of the future). The Lecture suggests the possible shapes of emerging leadership maps. It reviews the trends for leadership maps to become more complex, and for interpretive approaches to challenge essentialist ones that have been dominant for over a century. These newer maps imply that a leader’s actions are more constrained by perceptions of others. The heroic leader has become a problematic concept (dark side etc). The actions of leaders, once seen as the cause of change, are more often seen as one among a set of factors, so that leader influence is subtler and less causal than was the case in earlier simpler mappings. Distributed leadership and wider empowerment become part of the new mappings. The newer maps suggest that individuals develop shared beliefs and values through process of social cognition. Emerging leadership theory deals with how group members develop a sense of social identity. Leader influences to the extend his or her actions provide individuals with a distinct meaning to their organisational roles and behaviours. Emotional sophistication has gained recognition alongside traditional cognitive skills. Ultimately, each leader has responsibility to create his or her map through reflecting on and challenging existing maps. (There is no box 10.1, for reasons that should be clear to readers, if only on reflection). |  |
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