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13.Rmd
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13.Rmd
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# Leadership
[@Fairhurst_1993]
- uses **Leader-Member Exchange** (LMX) theory
- leadership = surplus of interpersonal influence above authority = high LMX
- usually thought of in superior term than LMX (based on quantifiable outcomes)
- managership = deficit of interpersonal influence under authority = low LMX
- Studied women leadership because of their lack of social power, more likely to share resources, shed light on the other of the patriarchicality of the LMX model.
- 12 patterns
- Aligning behaviors:
- Values convergence: internalization of common goals, upward influence seen in high LMX relationships.
- Non-routine problem solving: members take greater responsibility which leads to more unstructured task management styles.
- Insider markers: common ground
- Support: make sense because under feminine leadership model, women are good establishing solidarity
- Coaching: receive more career counseling and coaching
- Accommodating Behaviors
- Choice framing: more space more members to contribution their input.
- Polite disagreement
- Role negotiation: high LMX members have more space to negotiate their roles
- Polarizing Behaviors
- Performance monitoring: medium and low LMW are more likely to engage in performance monitoring
- Face-threatening acts: Low LMX members more likely to engage because of their low satisfaction with their jobs, managers' behaviors
- Competitive conflict: Low LMX are more likely to have conflict
- Power games: "arguing just to be arguing
- Women leaders are beneficial to organization because of their caregiver role, but they also face status inconsistency by the social power
<br>
[@Parker_2001]
- Control is defined as "interactive and personal rather than as competitive and distant"
- Based on symbolic interaction perspective, leadership is "a symbolic, interactive process through which meaning in organizations is created, sustained, and changed."
- Organization leaders are expected to be consistent with this socially construct norm.
- From the perspective of a black feminist, because of their intersection between race, gender, and class, their leadership experiences are unique
- Masculine leadership = assertive, feminine leadership = relationship building, empathy and interdependence
- Themes
- Interactive leadership: different from micro-management
- Empowerment of employees through the challenge to produce results
- Openness in communication: directness
- Participative decision making
- Leadership through boundary-spanning communication
<br>
[@Fairhurst_2010]
- Social construction of leadership:
- Leadership is co-constructed
- Leadership is not embedded in leaders, but a construction of interaction between leaders and followers.
- Guide
- Social Construction of Reality vs. Construction of Social Reality: Leadership and management are not used interchangeably.
- Cognitive Products
- Attributions, frames, and sense making: attributional theories of leadership
- Social interaciton processes
- Praxis vs. Theory = Theories-in-use vs. Theory. Leadership and management are used interchangeably.
- Multimodal vs. Monomodal = leaderships' use of language vs. other means (e.g., space, body, clothing, technology).
- Pragmatic Interventionist vs. Critical/ Emancipatory: Similar to praxis and theory, but emphasize on the issue of power.
<br>
[@Hall_2010]
- Based on discursive leadership framework, and social constructionist perspectives.
- Managers are defined as those who "holds formal authority in an organization to coordinate the here and now of attaining specific organizational goals"
- Leaders are those "exerts an influence beyond the mere exercise of authority."
- Discursive leadership emphasizes the focus of leaders as "symbolizing agents."
- Small d (Jamaican leaders) and big D discourse
- Postcolonial theory (under critical scholarship)
- Mimicry: attempt to assimilate indigenous with colonizers, but indigenous people create their own resistive or transformative culture.
- Hybridity: mixture of colonizers' culture and that of the indigenous.
<br>
# Organizational Rhetoric
[@Cloud_2005]
- Speaking loudly with little real material efforts significantly diminishes worker's power in negotiating with organization.
- Symbolic actions tend to lead to symbolic changes, not material ones.
- Staley locked out their workers without much explanation
- Workers shifts from warriors, to moral shamers, to victims and martyrs (growing material powerlessness)
<br>
[@Meisenbach_2008]
- Using Kenneth Burke's pentadic analysis (Burkean analysis) in the context of maternity leave in the United States
- analyze not formal text (e.g., those from the companies)
- Burkean analysis
- an act
- an agent
- a scene
- some agency
- a purpose
- This study focuses on three ratios:
- scene-agency
- scene-agent
- agency-agent
- The bureaucratic process controls how leaves are arranged
- Deferral of agents: doctors' note can serve as agency