Discuss, investigate, and research the following with your teammates (This has already been done below, with citations included): HOWEVER, YOU MUST INCLUDE YOUR PORTION FROM PART ONE TO THIS.
Explain the dark side of leadership. What are the principles of ethical leadership and explain the details? Describe the elements in the Hill team leadership model and explain how they work. Justify with real-world examples.
To explain the dark side of leadership, it is the destructive and toxic side of leadership where a leader uses leadership for personal ends (Northouse, 2019). This is a side of leadership that exemplifies unethical and destructive behaviors that leave their followers worse off than they found them. These leaders violate the basic human rights of others by playing on the followers’ fears. Destructive leaders demonstrate dysfunctional characteristics that include the lack of integrity, insatiable ambition, arrogance, and reckless disregard for their actions. There have been eight other factors perceived as toxic in leaders in Indian organizations by Singh, Sengupta, and Dev (2017) that included managerial incompetency, dark traits, derisive supervision, impervious despotic leadership, dearth of ethics, erratic behavior, narcissism, and self-promoting (Northouse, 2019).
Popphan states in his article, “Overcoming the Dark Side of Leadership: How to Become an Effective Leader by Confronting Failures,” that all leaders suffer from some level of personal dysfunction, but are unaware of their dysfunction or its roots. Their argument is that certain forms of dysfunction is the result of a drive to achieve, however, these characteristics that can propel an individual to leadership come with a shadow, or “dark side,” which can lead to failure if left unchecked. If leaders identify and learn from their dysfunctions, they can address, prevent, or lessen the negative tendencies associated with them. Dearlove states in his interview of Manfred Kets de Vries, which Kets de Vries says the disease of many executives, CEOs in particular, is narcissism. These CEOs are obsessed by certain things having to do with business, but may not have the greatest talent for other parts in their life. Narcissism can be reactive or constructive, and the difference is that reactive narcissists have had a lot of trauma in their lives and decide that even though they may have had a bad life, they are going to make it better for others. The constructive narcissists want to get even and can be exploitative, vindictive, totally self-centered and treat people as things rather than human beings.
Northouse states destructive leadership can also negatively affect attitudes of followers toward leadership, their jobs and toward the organization. Destructive leaders are characterized by having charisma, a need to use power, and coercion for personal gains. This dark side of leadership can incorporate susceptible followers who are characterized as conformers and colluders. Conformers follow destructive leaders to satisfy unmet needs of emptiness, alienation, or need for community. They have low self-esteem and identify with charismatic leaders in order to become more desirable. Colluders respond to destructive leaders because they are ambitious, desire status or see an opportunity to profit because they identify with the destructive leader’s beliefs and values. Destructive leadership also includes a conducive environment. A leader is granted more authority to assert radical change when the environment is unstable. Followers are attracted to leaders who will stand up to threats that followers feel in the environment. When the rules of an institution are ineffective, destructive leadership will thrive when checks and balances of an organization are weak.
Dearlove, D. (2003). Interview: manfred kets de vries: the dark side of leadership. Business Strategy Review, 14(3), 25–28.
Northouse, P. (2019). Leadership: Theory and Practice. (Sage Publications, Inc., 8th ed.)
Popphan, J. (2019). Overcoming the dark side of leadership: how to become an effective leader by confronting potential failures. Air & Space Power Journal, 33(4), 96–98. https://ezproxy.umo.edu/login?url=https://www-proquest-com.proxy.umo.edu/scholarly-journals/overcoming-dark-side-leadership-how-become/docview/2412492889/se-2?accountid=12610
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There are five principles of leadership. These principles are at the center foundation of ethical leadership. Ethics is concerned with the kinds of values and morals of individuals and of society finds desirable and appropriate. The five principles are respect, service, community, justice, and honesty. Respect is easily defined as someone such as a leader that has respect for themselves and for others. A leader that shows respect for their follower is empathic and tolerant of several opposing points of view. Ethical leaders should place their follower’s welfare at the top of the list and by doing so the leader is servicing others. Some leaders may place the needs of their followers before their own. Ethical leaders are also concerned about issues of being fair. Justice is another principle for ethical leadership. Leaders should believe and live by not treating members of their team differently. Everyone should be treated equally and fairly. The next principle of ethical leadership is honesty. Honesty is a particularly important principle. To be a good leader, they have to be honest. Being honest is about being open with others and representing reality as fully and completely as possible. Honesty goes a long way with followers. The last main principle is the community aspect. Ethical leadership is also about building a solid community by taking the purpose of everyone involved in the team while being attentive to the overall interest of the community and of the culture. Ethical principles should not be taken lightly. If a leader shows respect for others, services others, be just, and is honest while building a community, it will affect the followers in a positive way and will greatly benefit the organization.
Reference:
Northouse, P. (2019). Leadership: Theory and Practice. (Sage Publications, Inc., 8th ed.)
The goal of the hill model for team leadership is for the leader to observe the team and intervene whenever it is necessary to make sure the team is performing effectively (Northouse, 2019). According to the hill model for team leadership model, the bottom component is team effectiveness. This component focus on what the outcome of the teamwork will be. One way to improve the team’s effectiveness is to identify the gaps or deficits within in the team (Landry & Erwin, 2015). An effective way to identify these gaps is through training. Organization can benefit from evaluating how effective the training was by how effectively the team functions together (Landry & Erwin, 2015).
Another component of the hill model for team leadership is leadership actions. This component identifies action by the leader that can either be internal or external. The leader will determine which action is needed depending on what the situation is. One real-work example of an internal leadership action is goal focusing. If the team seems to be losing focus on the task that is at hand, the leader can intervene to bring the groups focus back to the task so it can be completed. Another real-world example of an internal leadership action is structing for results (Northouse, 2019). This example focuses on encouragement of the team to continue to build if they become stuck in the mundane day to day task.
External environmental leadership action focus on improving environment within the group. Monitoring the environment and intervention by the leader when needed can increase team effectiveness (Northouse, 2019). One real-world example of an external environment leadership is advocating and representing team in an environment. At times, upper management is not aware on the success of the team. The leader advocates for the team and communicates with upper management to make them aware of their success. Another real-world example of external environmental is buffering team members from environmental distraction. This example helps the team from getting too overwhelmed by the leader intervening when necessary so the team can remind focus.
References
LANDRY, A., & ERWIN, C. (2015). Perspectives on Multidisciplinary Team Processes among Healthcare Executives: Processes That Facilitate Team Effectiveness. Journal of Health & Human Services Administration, 38(3), 350–380.
Northouse, P. G. (2019). Leadership: theory and practice (8th ed.). SAGE.
The Hill model of team leadership was proposed by Susan Kogler Hill. It explains that if the leader is leading the team and if the leader is able to come up with the action plan that is needed for the team, then the effectiveness of the team will be based on the plan (Kogler Hill, 2009). This mode aims towards simplifying the complex nature of team leadership. The main component of the Hill Leadership model is leadership decisions. It has two parts- Internal Leadership Actions and External Leadership Actions. Leadership decision is aimed towards taking decisions based on internal and external actions keeping in mind overall team’s effectiveness. The leadership actions are taken based on team’s performance.
Leaders need to take action for the team for which they need to see if the team needs help with internal task or an external task. Tasks help will provide the team the help that is needed for the team to get job done. If the leader feels that the team is not performing the original task, leader can intervene. If there is a tension in the team and team members are not working together an internal relational action is needed to be done by the leader. If the leader believes that the environment of the organisation is not in favour of the team, then the leader can perform an external environmental intervention (Northouse, 2021). Thus the task for the leaders includes training, goal focussing, facilitating discussion and maintaining standards. The relational tasks includes collaborating for the team, managing conflict and satisfying needs (Northouse, 2021). The external leadership action consists of environmental aspect that focusses on networking, advocating, negotiating support and sharing information. Both the internal ad external task will lead to team effectiveness in enhancement and performance of the team (Northouse, 2021). Hill Leadership model is thus all about bringing the best in the team and it focusses on leader’s ability to do what is needed to bring out the best in the team.
Reference
Northouse, P. G. (2021). Leadership: Theory and practice. Sage publications.
Kogler Hill, S.,E., Thomas, E. G., & Keller, L. F. (2009). A collaborative, ongoing university strategic planning framework: Process, landmines, and lessons. Planning for Higher Education, 37(4), 16-26. Retrieved from https://ezproxy.umo.edu/login?url=https://www-proquest-com.proxy.umo.edu/scholarly-journals/collaborative-ongoing-university-strategic/docview/212562331/se-2?accountid=12610