Future DLP research can help to break leadership studies out of this western-centric bias by adopting a culturally embedded approach to understanding leadership and viewing leadership through the lens of followers. Leadership research tends to begin with a “western” conception of leadership and then account for variations in other societies in comparison to this starting point. Culture is not static, however - partly because leaders can work to change cultural norms over time. Theories of leadership often don’t hold across cultures, because these contextual factors look different across and within societies. Stereotypes about gender roles and norms that vary among women and men strongly moderate leader assessments, although evidence shows that these perceptions can be shifted.Ĭultural context: Leadership is always situational, evaluated in a particular political setting, cultural environment and through the lens of gender power relations.
Instead, they are likely to ‘PIIIC’ their leaders, based on: 1) the position of a leader, which determines the source of their authority (legal-rational, traditional, charismatic) 2) their views on a particular issue 3) whether they will act in their interests 4) how far the leader matches the identity of their group and 5) the characteristics they display, including how they conduct themselves.Ĭhannels: Perceptions of leaders are rarely unmediated, because media affects matter what information is included (or not), how information is framed, and therefore whether and how information transforms individuals’ assessment of leaders.įollower identity: The assessment of leaders is also moderated by the identity of the follower, whether their gender, age and other markers. It identifies four key areas as important influences on how followers understand leadership:ĭimensions of assessment: Followers may or may not perceive the neat leadership categories researchers use to describe leaders. This paper develops a basis for thinking about how followers form perceptions of leaders, the affect this can have on leadership practices, and why this matters for development. To understand how developmental leadership works, we need to better understand one vital but often overlooked ingredient: Followers.
Leadership is always, everywhere, an interaction between leaders and followers. But leaders cannot pursue real change without influencing people, or persuading them to change their ideas or behaviours. Therefore, the contributions cover an array of themes that span from an individual level to an organizational and societal level.What does it mean to be a leader in different places and times? How are leaders’ styles, characteristics and practices evaluated? How does history and culture affect perceptions of leadership?įor a long time, leadership studies have addressed these questions by focusing on the properties and characteristics of individual leaders, viewing leadership as a particular set of traits or behaviours. This book is an attempt to provide theoretical and empirical framework to better understand gender differences in various contexts and on different levels. The common purpose of the research attempt is to find out the possibilities and even the consequences of gender differences and the impact on human beings on one side, and social and cultural environment on the other. Varieties of studies have focused on the gender differences as well as the similarities of women and men. The development of gender differences as an area of research has been rapid over the last decades. The common purpose of the research attempt is to find out the possibilities and even the consequences of gender differences and the impact on human beings on one side, and social and cultural env.
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