7. Leadership and influence Flashcards
What is leadership?
Process whereby one individual influences other group members towards the attainment of defined group or organizational goals.
A process of creating a vision for others and having the power to translate this vision into a reality and then sustain it.
generally:
Leadership is a process
Involves influencing others
Take place within a group context
Involves achieving goals
Difference between leadership and management?
Leadership: when one or more people influence and energise others to work towards shared goals
Management: formulate detailed plans, create and maintain appropriate organisational structures, oversee routine operations
Leadership roles
Having a vision Translating that vision Establish direction Motivating Inspiring Energizing Power given from below Ideal in fast changing workplace People follow willingly
management roles
Planning Organising Achieve results Dealing with human resources Controlling Ensuring smooth running Power given from above Ideal in predictable, stable workplaces People do as they have to
what are the leadership theories in chronological order?
Traits/Universal
Attributes Approach
1800s-1940s
Revived 1990s
Behavioural/Style
Process Approach
1940s-1970s
Revived 2000s
Situational-
Contingency Approach
Early 1960s to present
Transformational
Charismatic Approach
Late 1800s, rediscovered in 1970s
Active since 1980s
Trait approach to leadership
Born to be leaders or characteristics developed early in life. This approach focuses on innate characteristics. It is the “Great Man” approach
What did early studies on the trait approach focus on?
Early studies mainly focused on great military leaders and statesmen
- Shared characteristics that could predict future greatness in people
- Looked at points in life where people were successful – and assumed they would always be successful
But…Many cases of non-leaders possessing same traits
what are the 5 key traits that differentiate leaders from followers?
Intelligence Dominance Self-confidence High level of energy Task-related knowledge
With additional characteristics:
Need for achievement
Need for power
Goal directedness
big 5 personality factors for leadership
openness to experience conscientiousness extraversion agreeableness emotional stability (low neuroticism)
what lead to the behavioural style approaches to leadership?
Dissatisfaction with trait approach
Behavioural style of leaders examined – coincided with rise in Behavioural Psychology
What the person did, not who the person was (i.e., their BEHAVIOUR)
Search for a “one style fits all” situation
(what does the successful leader do so that others can learn?)
Observe, categorise and determine behaviour leading to success
Aim of the Ohio and Michigan studies on leadership
Aim was to investigate behaviour associated with effective leadership
What were the two independent factors examined in the Ohio state studies?
Initiating structure
consideration
initiating structure in ohio state studies
Leader behavior aimed at defining and organizing work relationships and roles
Establishing clear patterns of organisation, communication, and ways of getting things done
Consideration in ohio state studies
Leader behavior aimed at:
- Nurturing friendly, warm working relationships
- Encouraging mutual trust and interpersonal respect within the work unit (welfare of workers)
What did the michigan studies example?
the production-oriented leader and the employee-oriented leader
Production-Oriented Leader in the Michigan studies?
Constant leader influence
Direct or close supervision
Many written or unwritten rules and regulations
Focus on getting work done
Employee-oriented leader
Relationship-focused environment
Less direct/close supervision
Fewer written or unwritten rules and regulations
Focus on employee concerns and needs
What questions did the Michigan studies raise?
Suggests effective leaders are people oriented??
Can leaders be both?
How will you be viewed if you aren’t reprimanding? Fear of productivity dropping?
Situational-contingency approaches
Emphasises importance of contextual factors on leadership
Realisation that there is no universal style to fit all situations
Need for managers or supervisors to adapt their style to fit the situation
what is an effective leader according to contingency theories?
one who can match his or her style to the particular demands of the situation.
What is Fielder’s Contingency Theory?
AKA Least Preferred Co-worker.
Trait and style theory combined
Leadership is a function of both the person and the situation
Attempts to match leaders and situations to identify the optimal leadership style suited to that situation
Sole criterion for evaluation is task performance
What is the Least Preferred Co-worker measurement?
Traits measured by asking managers to assess their least preferred person to work with along 16 bipolar dimensions
Relationships with subordinates revealed
High scores on LPC indicate a relationship orientation – people they least like to work with evaluated more favourably
Low scores on LPC indicate task orientation
Certain situations favour certain managerial
approaches or styles more than others
What are the three contextual variables in Fielder’s Contingency Theory and what do they determine??
3 contextual variables determine favourability of situation for a particular leadership style:
Group atmosphere
Task structure
Position of power
Group atmosphere in Fielder’s theory?
extent to which the group trusts and accepts their manager (leader member relations)
Task structure in Fielder’s theory?
extent to which this is clear and unambiguous
Position of power in Fielder’s theory?
possessed by leader and how much control to reward or punish subordinates
What does Fielder’s Contingency theory support?
Leadership style is part of personality that is relatively fixed and unchanging
Reflects deep-rooted psychological characteristics
What does Fielder’s Contingency theory depend on?
Value system
Personal wants
Confidence in employees
Willingness of subordinates to accept responsibility
What does Fielder’s Contingency theory indicate should happen if the leader’s style fails to fit the situation?
Leave or
Change the situation
evidence is mixed
What does the path-goal theory of leadership examine?
Examines employee motivation in a given situation
Not just about leader and situation – motivation too.
What does the path-goal theory of leadership suggest leadership effective depends on?
Leadership effectiveness depends on subordinate satisfaction.
What os the path-goal theory of leadership based on?
Based on Expectancy theory of motivation
Expectancy
Instrumentality
Valence
What does the path-goal theory of leadership generally support?
Suggests different types of leadership styles are appropriate for different situations
A leader will adapt their style in order to help employees achieve their goals
Implies leaders have ability to analyse a situation then change their approach based on their analysis
What interaction does the path-goal theory of leadership emphasise?
Interaction between leader traits/behaviours and situation
According to the path-goal theory of leadership, what does leader influence ensure?
Ensure expectations between effort, performance and outcomes are clear
Ensure those who put in more effort are helped perform better, and those who perform receive valued rewards
What are the key types of leaders examined in the path-goal theory of leadership?
Directive
supportive
participative
achievement orented
DIRECTIVE leader in the path-goal theory of leadership
focus on tasks and rules as motivations of group. Tells how and what to do.
SUPPORTIVE leader in the path-goal theory of leadership
Relationship focus (friendly, shows concern for status, wellbeing and needs of subordinates)
PARTICIPATIVE leader in the path-goal theory of leadership
Joint generation of ideas with the group (consults and asks for suggestions – serious consideration in decision making)
ACHIEVEMENT ORIENTED leader in the path-goal theory of leadership
Setting challenging goals for group – expects subordinates to perform. Confidence that they will achieve.
what are the employee contingencies of DIRECTIVE leader?
Low skill and experience
external locus of control
what are the employee contingencies of SUPPORTIVE leader?
low skill and experience
external locus of control
what are the employee contingencies of PARTICIPATIVE leader?
high skill and experience
internal locus of control
what are the employee contingencies of ACHIEVEMENT-ORIENTED leader?
high skill and experience
internal locus of control
what are the environmental contingencies of DIRECTIVE leader?
novel task demands
negative group dynamics
what are the environmental contingencies of SUPPORTIVE leader?
routine task demands
unsettled group dynamics
what are the environmental contingencies of PARTICIPATIVE leader?
novel task demands
positive group dynamics
what are the environmental contingencies of ACHIEVEMENT-ORIENTED leader?
unknown task demands and unknown group dynamics
What types of leaders are in the full-range leadership model?
transformational contingent reward management by exception (active) Management by exception (passive) Laissez-faire
transformational leaders in the full-range leadership model
Seek to optimise individual and organisational development
contingent reward leaders in the full-range leadership model
Clarifies objectives and exchanges rewards for performance
management by exception (active) leaders in the full-range leadership model
Monitors for mistakes and takes corrective action
Management by exception (passive) leaders in the full-range leadership model
Takes corrective action when made aware of mistakes
Laissez-faire leaders in the full-range leadership model
Unwilling to get involved or intervene
what are the elements in the transformational leadership model?
idealised influence
inspirational motivation
Intellectual stimulation
Individualised consideration
idealised influence in the transformational leadership model
Who we are
present core values
create a positive shared identity
Inspirational motivation in the transformational leadership model
What we do
communicate group vision
set positive challenges
intellectual stimulation in the transformational leadership model
We value you
encourage new ideas and perspectives
involve people in change
individualised consideration in the transformational leadership model
We are about you?
attend to members’ needs and abilities
provide development opportunities
charisma
effective acquisition and use of referent power (and an increase in personal loyalty)
Can be helpful for transformational leadership, but conceptually different
what do Charismatic leaders tend to have?
Charismatic leaders tend to…
have a strong need for power
be very confident and certain of their cause
act to impress followers (emphasise achievements)
communicate an appealing vision appealing to basic motives (power, achievement, affiliation)
model desired behaviours (“walk the talk”), especially involving personal risk or self-sacrifice
engage in unconventional behaviours that attract attention
What is transformational leadership related to?
Lower turnover Higher productivity Lower employee stress Lower employee burnout Job satisfaction
Leader-member exchange
According to the LMX theory, all followers ARE NOT treated the same by leaders. Some followers are favoured based on competence or compatibility with a leader
what is involved in high-quality LMX relationships?
Mutual support
High trust
Frequent interaction
what is involved in low-quality LMX relationships?
Leader indifference
Distrust
What did the GLOBE STUDY of culture examine?
Global Leadership and Organizational Behavior Effectiveness
18000 participants from ~1000 organisations in ~ 60 countries
Rated 112 characteristics of an “outstanding” leader
what are were the two styles consistently associated with leader effectiveness (“universally”) according to the GLOBE STUDY?
charasmatic/value based
Team-oriented
charasmatic/value based according to the GLOBE STUDY
inspirational vision, sets high standards, innovative
team-oriented according to the GLOBE STUDY
builds team cohesiveness and collaboration
What are the four styles that varied in associations with leader effectiveness across countries (“culturally variable”) in the GLOBE STUDY?
participative
humane
self-protective
autonomous
participative according to the GLOBE STUDY
involves others in decision-making and promotes equality
Humane according to the GLOBE STUDY
compassionate and generous
Self-protective according to the GLOBE STUDY
: safety and security of group and own reputation
Autonomous according to the GLOBE STUDY
independent and self-oriented
what are the basis of individual power
Position power: legitimacy reward coercion Personal power: informational expertise referent
legitimacy base of individual power
Authority granted from an accepted source
Influence behaviour through official authority
reward base of individual power
Ability to reward others for helpful behaviour
Influence behaviour using promise of positive outcomes
coercion base of individual power
Ability to punish others for non-compliance
Influence behaviour using fear of negative outcomes
informational base of individual power
Ability to provide valuable information to help others
Influence based on persuasive arguments
expertise base of individual power
Ability to provide better solutions to problems
Influence based on holding special skills or knowledge
referent base of individual power
Ability to make people identify and like you
Influence based on respect and admiration
How to enhance legitimacy, reward and coercion pwoer
Increase centrality of your work
tightly link your work to key organizational goals
Increase criticality of your work
respond quickly to urgent organizational needs
How to enhance informational power
Increase information network centrality and control
try to be the conduit of information between people and areas
How to enhance expertise power
Take additional training/education
Get involved in new projects from the beginning
How to enhance informational and referent power
Build negotiation skills
try to understand others’ concerns, goals, and motivations
Be seen as someone who cares about others
be friendly
involve others in social networks
impression management
Be “visible” so that you come to mind when power is allocated
Be in a position to defend yourself when things go wrong
impression management techniques
ingratiation - conformity, favours
defensive - excuses, apologies
self-focused - self-promotion, self-enhancement
assertive - likeability, exemplification
ingratiation as an impression management technique
conformity - Agreeing with someone’s opinions to gain approval
favours - Doing nice things for someone to gain approval
Defensive as an impression management technique
excuses - explanations of issues that minimise severity and responsibility
Apologies - admitting responsibility for issue in hope of being pardoned
self-focusedas an impression management technique
self-promotion - highlight achievements & strengths, downplaying shortcomings
self-enhancement - overvaluing (“hyping”) performance relative to actual levels
Assertive as an impression management technique
flattery - complementing people’s strengths to look insightful and likeable
Exemplification - exerting extra effort to show dedication and diligence
what impression management techniques are best in job interviews?
Self-promotion and ingratiation are common strategies
Self-promotion is most effective
what impression management techniques are best in performance ratings?
Ingratiation linked to higher ratings
Self-promotion linked to lower ratings
except for people seen as likeable
