Leadership BS Leavy B (2016) Jeffrey Pfeffer: stop selling leadership malarkey.

Strategy & leadership 44

(2): 3-9 “Immodest behaviours, such as displaying unwarranted self-confidence, engaging in
selfpromotion, being narcissistic are significantly related to getting hired and to getting promoted and in
some cases to group and organisational performance… Modesty is neither necessary or even useful for
attaining and keeping leadership positions”. “Most companies fundamentally do not care about
employees or employee engagement. And why should they? The biggest trend is toward getting rid of
the employment relationship and substituting with independent contracting arrangements instead – the
“gig” economy… An annual employee survey cannot compete for attention with more frequent financial
and operational measures”. “The ability to misrepresent reality if a crucial – sometimes the most crucial
– leadership skill”. “One of the prevailing weaknesses in leadership literature and practice is the lack of
data on the extent to which behaviours like transparency, candour and putting others first actually occur
in the workplace”.

Followership (Uhl-Bien, Riggio, Lowe and Carsten (2014) Followership theory: a review and research
agenda. The Leadership Quarterly 25(1), 83-104 • Leadership can only occur if there is followership •
The study of followership involves an investigation of the nature and impact of followers and following
in the leadership process. Role theory: sees followership as a role played by individuals occupying a
formal or informal position or rank (e.g., a “subordinate” in a hierarchical “manager–subordinate”
relationship). Constructionist approach: views followership as a relational interaction through which
leadership is co-created. Followership is not tied to a role but to a behavior

A little reflection (again) What kinds of following behaviours are effective (and ineffective) for those in
formal leadership positions?

Next week Ethics for Leadership & Management Please read Windscheid, L., Bowes-Sperry, L., Mazei, J.
and Morner, M. (2015). The Paradox of Diversity Initiatives: When Organizational Needs Differ from
Employee Preferences. Journal of Business Ethics, 145(1), pp.33-48. Klebe Treviño L, Pincus Hartman L
and Brown M (2000) Moral person and moral manager: how executives develop a reputation for ethical
leadership. California Management Review, 42(4), 128-142