Description
Following up on Jillian’s request, it is time to write a report that responds to the questions below. Your answers should demonstrate your understanding of strategic management and leadership theories. You should not only incorporate references to class discussions and learning topics but also cite at least two relevant scholarly resources on strategic leadership, such as many of those listed in the reference list of your course readings.What values, traits and abilities do you think are most important in a CEO to meet its performance objectives, while simultaneously developing a resilient organization that can respond to the challenges of sustainability? Why are resilience and sustainability important?Identify a CEO (Jamie Dimon JPMorgan) who has those values, traits and abilities. How have they played a role in the company’s success?What are the major barriers to being an effective CEO?The report should be 5 to 6 pages, excluding cover page, executive summary, reference list, and appendices. Any tables, graphs, and figures should be included as appendices. Your report should have one-inch margins and be double spaced in 12-point Times New Roman font. In-text citations and references should abide by APA format. The report should be organized using headings and subheadings to improve its readability.
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Learning Topic
Complexity Theory of Leadership
Traditional leadership models that are effective for organizations based on
physical production are often not well suited for a more knowledge-oriented
economy. Complexity leadership theory focuses on enabling learning,
creativity, and adaptive capacity in complex adaptive systems (CASs) within
the context of knowledge-producing organizations. It expands the locus of
leadership from the isolated, role-based actions of individuals to the
innovative, contextual interactions that occur across an entire social system
(Lichtenstein et al., 2006).
This conceptual framework includes three entangled leadership roles that
reflect a dynamic relationship between the bureaucratic, administrative
functions of the organization and the informal dynamics of CASs (Uhl‐Bien,
Marion, & McKelvey, 2007):
Administrative leadership involves actions and decisions by formal
leaders who are responsible for planning and coordinating activities for
the organization.
Adaptive leadership occurs when people with different knowledge,
beliefs, and preferences interact in an attempt to solve problems and
resolve conflicts.
Enabling leadership facilitates the process by increasing the
interdependence among people, supporting the value of dissent and
debate, increasing access to necessary information and resources, and
helping to get innovative ideas implemented in the organization.
Complexity theory involves emergent processes and adaptive outcomes that
are often unpredictable in advance.
References
Lichtenstein, B. B, Uhl-Bien, M., Marion, R., Seers, A., Orton, J. D., &
Schreiber, C. (2006). Complexity leadership theory: An interactive
perspective on leading in complex adaptive systems. Emergence: Complexity
and Organization, 8, 2–12. Retrieved from
http://digitalcommons.unl.edu/managementfacpub/8
Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity leadership
theory: Shifting leadership from the industrial age to the knowledge era.
Leadership Quarterly, 18(4), 298–318.
© 2024 University of Maryland Global Campus
All links to external sites were verified at the time of publication. UMGC is not responsible for the
validity or integrity of information located at external sites.
Learning Topic
Perspectives in Leadership Theory
and Research
It can be useful to classify leadership theories according to the type of
variables that are relevant for understanding leadership effectiveness. These
variables include the following:
characteristics of leaders
characteristics of followers
characteristics of the situation
Most leadership theories emphasize one category more than the others as
the primary basis for explaining effective leadership. Over the past halfcentury, leader characteristics have been given the greatest emphasis.
Leadership theories are often classified into the following five approaches:
trait approach—Emphasizes attributes of leaders such as personality,
motives, values, and skills.
behavior approach—Examines how managers cope with demands,
constraints, and role conflicts in their jobs.
power-influence approach—Examines influence processes between
leaders and other people. It takes a leader-centered perspective with an
implicit assumption that causality is unidirectional (leaders act and
followers react).
situational approach—Emphasizes the importance of contextual factors
that influence leadership processes. Major situational variables include
the characteristics of followers, the nature of the work performed by
the leader’s unit, the type of organization, and the nature of the
external environment.
integrative approach—Includes two or more types of leadership
variables in the same study.
Another way to classify leadership theories is in terms of the “levels of
conceptualization,” or the type of constructs used to describe leaders and
their influence on others. Leadership can be described as the following:
an intra-individual process
a dyadic process
a group process
an organizational process
The levels can be viewed as a hierarchy, as depicted in the figure below:
Leadership Levels of Conceptualization
The important variables in play at different levels of conceptualization for
leadership are shown in the table below.
Variables at Different Levels of Conceptualization for Leadership
Intra-Individual
theories
Dyadic theories
Group-level
theories
Organizationa
level theories
Source: Adapted from Yukl, G. (2013). Leadership in organizations. 8th ed. Upper Saddle
River, NJ: Prentice Hall.
Intra-Individual
theories
Dyadic theories
How leader
traits and
values
influence
leadership
behavior
How a leader
influences
subordinate
motivation
and task
commitment
How leader
skills are
related to
leader
behavior
How a leader
facilitates
the work of a
subordinate
How leaders
make
decisions
How leaders
manage their
time
How leaders
are
influenced
by role
expectations
and
constraints
How leaders
react to
feedback
and learn
from
experience
How a leader
interprets
information
about a
subordinate
How a leader
develops a
subordinate’s
skills and
confidence
How a leader
influences
subordinate
loyalty and
trust
How a leader
uses
influence
tactics with a
subordinate,
peer, or boss
Group-level
theories
How different
leadermember
relations
affect each
other and
team
performance
How
leadership is
shared in the
group or team
How leaders
organize and
coordinate
the activities
of team
members
How leaders
influence
cooperation
and resolve
disagreements
in the team or
unit
How leaders
influence
collective
efficacy and
optimism for
the team or
unit
Organizationa
level theories
How top
executives
influence
members at
other levels
How leaders
are selected
at each leve
(and
implications
of the
process for
the firm)
How leaders
influence
organization
culture
How leaders
influence th
efficiency an
the cost of
internal
operations
How leaders
influence
human
relations and
human capit
in the
organization
Source: Adapted from Yukl, G. (2013). Leadership in organizations. 8th ed. Upper Saddle
River, NJ: Prentice Hall.
Intra-Individual
theories
How leaders
can use selfdevelopment
techniques
Dyadic theories
How a leader
and a
subordinate
influence
each other
How a leader
develops a
cooperative
exchange
relationship
with a
subordinate
Group-level
theories
Organizationa
level theories
How leaders
influence
collective
learning and
innovation in
the team or
unit
How leaders
make
decisions
about
competitive
strategy and
external
initiatives
How leaders
influence
collective
identification
of members
with the team
or unit
How unit
leaders obtain
resources and
support from
the
organization
and other
units
How conflic
among
leaders are
resolved in a
organization
How leaders
influence
innovation
and major
change in an
organization
Source: Adapted from Yukl, G. (2013). Leadership in organizations. 8th ed. Upper Saddle
River, NJ: Prentice Hall.
© 2024 University of Maryland Global Campus
All links to external sites were verified at the time of publication. UMGC is not responsible for the
validity or integrity of information located at external sites.
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