Several factors can influence a successful leadership – and leadership can affect social environments and entire societies. The characteristics of leadership are thus important to be understood from their scholarly origin to their recent developments, in their multi-party-concepts and the influences they take and undergo. This essay considers in five logical steps the characteristics of global leadership, the influences of initial ideas on today’s leadership, multi-party-concepts in leadership, the influence of technology on leadership, and how leadership can foster social change.
Table of Contents
1. Introduction
2. Characterising Leadership in the Global World
2.1 Leadership and Globalisation
2.2 Examples for Recent Changes in Leadership
2.3 Conclusions
3. Leadership Literature from a Today’s Perspective
3.1 The Traditional Body of Leadership Literature
3.2 Contemporary Views on Leadership
3.3 Salient and Antiquated Perspectives
3.4 Summarising
4. Leadership as a Multi-party Concept
4.1 Organisational Structures Under Multi-party Leadership
4.2 Multi-party Leadership Influencing the Process
4.3 Conclusions
5. Negative Effects of Technology on Leadership
5.1 Four Technologies Influencing Leadership
5.2 Negative Effects of Technology on Leadership
5.3 Utilising Technology in Leadership
5.4 Outlook
6. Leadership Influencing Social Change
6.1 Humanistic Objectives in Leadership
6.2 Examples for Social Change Brought About by Humanistic Leadership
6.3 Conclusions
Objectives and Topics
This work examines the evolution and multifaceted nature of leadership in a modern, globalised environment, exploring how traditional and contemporary theories interact with technological shifts and multi-party structures to shape social change.
- Analysis of the impact of globalisation on leadership requirements.
- Evaluation of traditional vs. contemporary leadership theories.
- Investigation of multi-party leadership within organisational structures.
- Exploration of technology's dual role (challenges and opportunities) in leadership.
- Examination of leadership as a catalyst for social and humanistic change in business.
Excerpt from the Book
Organisational Structures Under Multi-party Leadership
Within an organisation, next to the formal organisation chart, there may be what the author calls a “shadow-orgchart”, instances that influence the organisational structure and thus its leadership (van Dierendonck, 2011; Karp, 2013). This “shadow-orgchart” might not be visible to outsiders but will be recognised by the organisation as co-leading instances which add to the leadership executed by the actual leader.
On the example of a small organisation with one leader and the assistant and staff all reporting directly into the leader, six clouds are visualised with each standing for one or more examples of multi-party leadership: (1) Shareholders and (co-)proprietors might formally interact with the leader only, but their expectations might, particularly in small companies, also be known by the staff who can be imagined to accept their expectations as part of the leadership it receives (Schooley, Renner, & Allen, 2010). (2) Family, friends, and (professional) advisors might execute an informal leadership if they attend to the business actively; their wishes and suggestions might be accepted as leadership by the company’s staff (Salvato & Corbetta, 2013). (3) Unions and works councils actually have direct influence on the company (from a certain size) and although they do not execute leadership roles, they can take substantial influence on the leader and his or her leadership activities (Whittall, 2000). (4+5) Customers and the market might confront the organisation with information and required actions which form part of the leadership even if not phrased and formally ordered by the leader; the good and successful organisation might be led by the requirements of its customers, too (Maas & Graf, 2004). (6) Formal and informal staff communication might be the most direct multi-party element when talks between leader and staff replace a formal leadership; this is of particular importance in democratic cultures such as those often found in Scandinavia where leadership consists substantially on informal communication (Detert & Burris, 2007; Mäller, 2002; Grenness, 2011).
Chapter Summaries
1. Introduction: Outlines the significance of leadership in a globalised world and the foundational intent to explore traditional, multi-party, and technology-influenced leadership models.
2. Characterising Leadership in the Global World: Discusses how globalisation necessitates leadership adaptation and provides examples of recent shifts, such as the focus on people and the rise of new business models.
3. Leadership Literature from a Today’s Perspective: Reviews the evolution of leadership theories from "Great Man" concepts to contingency and authentic models, assessing their continued relevance.
4. Leadership as a Multi-party Concept: Introduces the "shadow-orgchart" to illustrate how various stakeholders influence organisational leadership beyond formal hierarchies.
5. Negative Effects of Technology on Leadership: Examines hurdles such as information overload and the erosion of subliminal communication, offering strategies to leverage technology positively.
6. Leadership Influencing Social Change: Demonstrates how humanistic leadership objectives can trigger positive social transformations within global business operations.
Keywords
Leadership, Globalisation, Multi-party leadership, Humanistic leadership, Contingency theory, Organisational structure, Technology, Social change, E-leadership, Stakeholders, Business management, Authentic leadership, Digital transformation.
Frequently Asked Questions
What is the primary focus of this work?
The work investigates how leadership is evolving in a modern, globalised world, specifically looking at how different theories, multi-party influences, and technological advancements define current leadership practices.
What are the central themes of the text?
The central themes include the impact of globalisation, the transition from traditional to contemporary leadership models, the role of "shadow" stakeholders, and the use of technology to foster social change.
What is the main research objective?
The primary goal is to shed light on how modern leaders can navigate complex environments by balancing traditional expertise with new, humanistic, and multi-party approaches to foster successful and ethical business outcomes.
What scientific methods are applied?
The author uses a literature-based analytical approach, reviewing existing leadership theories and industry practices, complemented by the author's own professional case-study experiences.
What does the main section cover?
The main sections cover the evolution of leadership theory, the concept of multi-party influence in organisational charts, the dual impact of digital communication on leadership, and the implementation of humanistic values in global markets.
Which keywords best describe this study?
Key terms include Leadership, Globalisation, Multi-party Leadership, Humanistic Leadership, Contingency Theory, and Digital Leadership.
What is a "shadow-orgchart" as described in the book?
It refers to the informal instances—such as advisors, unions, or customer feedback loops—that influence an organisation's direction and leadership style alongside the formal organisational structure.
How does technology affect the ability to lead?
Technology can negatively impact leadership by potentially removing vital subliminal social cues and encouraging superficial, immediate communication, though it also offers tools for global reach and efficiency if used with high self-control.
How can leadership foster social change?
Through humanistic objectives, such as employee empowerment and ethical investment in local social activities, leaders can shift organisational culture, improve working conditions, and promote integrity in diverse global economies.
- Quote paper
- Heiko Filthuth (Author), 2019, Influences on Leadership in a Globalised World, Munich, GRIN Verlag, https://www.grin.com/document/541351
