Siinviidatu leidis oma koha peamiselt põhjusel, et mõtted või arusaamine (individuaalsete) tunnetusraamistikest on minuni jõudvates praktikates ja eestikeelses retoorikas nähtamatu. Ometi võiks teadmised tunnetusraamistikest ja nende mõistmise ning kujundamise potentsiaalist pakkuda avaraid võimalusi asjakohasemaks individuaalseks kui organisatsiooniliseks käitumiseks.

Kontekstiks:

Studies have shown (and meta-analytic reviews have confirmed) that groups and organizations function more effectively when leadership is distributed across members and hierarchical levels (Carson et al., 2007; D’Innocenzo et al., 2016; Drescher et al., 2014; Ensley et al., 2006; Hoch & Kozlowski, 2014; Nicolaides et al., 2014; Wang et al., 2014).

Tunnetusraamistikest:

In addition to these previously-studied factors, individuals’ cognitive schemas may also play an important role in their decision to engage (or not engage) in leadership (DeRue & Ashford, 2010). Because cognitive schemas serve as “templates that group members use to interpret environmental events, plan their activities, and respond to one another’s behavior” (Wellman, 2017, p. 603), their influence on leadership is likely to be profound and far-reaching.

Autorid seavad sihte:

In this article, we explore how mental models of the prototypical structure of leadership activity in groups (i.e., how many group members should ideally enact leadership), which we refer to as leadership structure schemas (LSS; DeRue and Ashford, 2010), influence individuals’ propensity to engage in leadership behavior, as well as how they perceive others who lead.

Kaks äärmust:

LSSs vary on a continuum ranging from a hierarchical LSS that portrays leadership as best initiated by only a single individual, to a shared LSS that portrays leadership as most effective when shared equally by all group members.

Kujutlused on olulised!

We identified LSS – individuals’ cognitive schemas of how leadership is most effectively structured in groups – as an important and under-appreciated precursor to leadership behavior and responses (DeRue & Ashford, 2010).

Vihje lugemishuvi suurendamiseks:

Additionally, we identify formal authority as an important boundary condition of the positive association between a shared LSS and leadership behavior. Specifically, we explain and show why this association is positive for individuals who do not possess formal authority, but negative for individuals who possess formal authority.

Organisatsioonides, kus motivatsioonisüsteem on kujuteldavas seoses eesmärkidega, kus puuduvad nii administratiiv- kui funktsionaalsed strateegiad, on järgnev ilmselt … lihtsalt imelik 😂

Similarly, organizational reward systems could be adjusted to distribute greater recognition and rewards to individuals and groups that display high levels of informal and shared leadership.

Kui organisatsioon on killustunud, raha on vähe ja eesmärk on “optimeerida”, siis tasuks seda teksti siin lugeda.

Our results suggest that by attending more carefully to practices that promote a shared LSS, organizations can cultivate shared, informal leadership from the majority of their members, who do not possess formal authority.

Wellman, N., Ashford, S. J., Sanchez-Burks, J., & DeRue, D. S. (2022). Leading When the Boss is Present: How Leadership Structure Schemas Affect Leadership Behavior. Journal of Leadership & Organizational Studies. https://doi.org/10.1177/15480518221076767