Leadership Model

This is an open model of good (ethical, effective) leadership and bad

(unethical, ineffective) leadership and seeks to show the connection between
various mechanisms that influence the leadership process 1. The leadership circle
encompasses the leader and constituents as leadership is management of
interpersonal experience (representing the constituent) and intrapersonal
experience (representing the leader). The arrows between the leader and
constituent represent the dyadic relationship and exchange of influence that takes
place2. I prefer the word constituent to follower or subordinate. Followership is not a
passive activity and is a form of leadership as we operate from the assumption that
leadership has a component of influence 3. In a post-industrial workplace, the
distinction between leader and constituent is blurred 4. The primary difference is the
way that skillsets are utilized- leaders use higher levels of systems thinking and
interpersonal skills versus technical skills5.
Using an empirical foundation, experience is translated into knowledge,
behaviors, beliefs/values, and traits. These are components of both the leader and
constituent. Knowledge is the declarative aspect which includes understanding the
various theories of leadership (trait, skill, LMX), multiculturalism and ethics or
occupational expertise. Behaviors are patterns of applied knowledge for both
leaders and constituents and include building trust, inspiring others, coaching or
recognition of achievement. The leader should model behaviors that are acceptable
and reward constituents who mirror these behaviors 6. Beliefs/values and traits are a
foundational component that influence knowledge and behaviors. The difference is
that traits are inborn (genetic predisposition, height, biological sex) and
beliefs/values (all humans are equal, the ends justify the means) are shaped
through socialization.
The last component of the model is the outcome that arises from and
influences the leadership process. In an open system like this, the outcome can
influence the leader and constituents without any stimulus from the former and
latter. For example, a chaotic situation like the crash of a stock market will have a

11 Bad Leadership by Kellerman

22 Leader Member Exchange by Gerstner

33 Followership by Kelley

44 Moving from Individual to Relationship: A Postindustrial Paradigm of Leadership by Rost

55 Three Skills Approach by Katz

66 Reframing Organizations by Bolman and Deal

strong influence on the behavior of the leader and constituents 7. In most cases, the
leader and constituents were not directly responsible for the crash. The leader and
constituents can influence the outcome, but it is impossible to account for other
external stimulus that led to a specific outcome. For example, a not-for-profit
successfully lobbies for an amendment to the Fair Labor Standards Act that
influences how migrant workers are compensated. It would be difficult, if not
impossible, to determine exactly how much influence the not-for-profit had in this
change.

77 A Leaders Framework for Decision Making by Snowden