Chapter 1: The Nature of Leadership Flashcards
Traits
Interaction between specific traits of one person and other traits of the many, in such a way that the course of action of the many is changed by the one (Bogardus, 1934: 3).
Behaviour
Leadership may be defined as the behaviour of an individual while he [sic] is involved in directing group activities (Hemphill and Coons, 1957: 7).
Leadership … acts by persons which influence other persons in a shared direction (Seeman, 1960: 53).
Power
Leadership is a particular type of power relationship characterized by a group member’s perception that another group member has the right to prescribe behaviour patterns for the former regarding his [sic] activity as a member of a particular group (Janda, 1960: 358).
Process
Leadership is the reciprocal process of mobilizing by persons with certain motives and values, various economic, political, and other resources, in a context of competition and conflict, in order to realize goals independently or mutually held by both leaders and followers (Burns, 1978: 425).
Leadership is a formal or informal contextually rooted and goal-influencing process that occurs between a leader and a follower, groups of followers, or institutions (Antonakis and Day, 2018: 5).
A concept of ______ appears in many definitions of leadership
Influence
Leadership has no concrete definition
Many have tried to define it
Leadership involves both ______ and _____ forms of influence
Direct
Indirect
Direct leadership
Describes how leaders attempts to influence others they interact with,
For example when chairing a meeting or presenting a report
Indirect leadership
Describes how leaders influence employees at lower levels of the organization who do not interact directly with the leader. (NO CONTACT)
For example, a CEO who supports environmental initiatives can indirectly influence subordinates’ workplace pro-environmental behaviours.
The concept of __________ features in most popular definitions of leadership
Reciprocal process
Economic power
The ability of an individual to influence or control others to do something they would not otherwise do through the deliberate use of economic assets, such as payment, financial reward or promotion leading to higher pay.
Emphasized points of leadership
First, the meaning of leadership is contested (while we all know what it means, it can have different meanings)
Second, the notion of leadership carries unrelated connotations that create ambiguity.
Third, the way leadership is defined and understood is strongly influenced by an individual’s philosophical and theoretical standpoint.
Fourth, and related, notions of ‘shared objectives’ and ‘shared aspiration’ reflect a unitary view of organizations and the role of leaders therein: seeing the organization as a single entity with one goal and claiming that individual employees, managers and organizational interests are one and the same.
Organizational leadership definition
A process of influencing within an employment relationship involving ongoing human interaction with others wherein those others consent to achieve a goal.
Leadership and Management
Leadership vs management
Hard to discern clearly
Table I.2
The role of managers
The role of managers is central to achieving control and direction
Managers’ work deals with uncertainties, resistance and conflicts. (critical studies)
Henri Fayol (1949), identified four key roles performed by managers:
1) planning,
2) organizing,
3) directing
4) controlling
Classic Fayolian management cycle
Planning, organizing, directing, controlling
1) planning,
studying the future and drawing up a plan of action
2) organizing,
organizing meant coordinating both the material and the people aspects of the organization
3) directing
ensuring that all efforts were focused on a common goal
4) controlling
all workplace activities were to be carried out according to specific rules and orders.
Manager three sets of behaviours
1) interpersonal,
2) informational
3) decisional
1) interpersonal,
There are three different interpersonal roles – figurehead, leader and liaison
2) informational
monitor, disseminator and spokesperson – flow from the interpersonal roles
3) Decisional
entrepreneur, disturbance handler, resource allocator and negotiator
Activities
such as planning, organizing, directing and controlling are impacted by internal and external contingencies
processes
the various means by which managers communicate ideas, gain acceptance of them and motivate others to implement the ideas through change
END OF ROLE OF MANAGERS
END OF ROLE OF MANAGERS
The role of leaders
The role of leaders (Table I.2)
Aspects of leaders (leaders vs management)
1) Leaders establish direction, align people with that vision, model the direction and motivate and inspire them to make it happen despite obstacles
2) leaders operate at a emotional level, seeking to appeal to followers’ emotions, whereas managers operate logically and value rationality
3) alleged that leaders encourage empowerment
4) leadership is a value-laden activity, whereas management is not
5) leaders have a different attitude towards organizational change
A leader may or may not be a _______
A manager may or may not be a _______
manager
Leader
leadership research into five major categories
table I.3
trait, behaviour, contingency, charisma/transformative and shared/distributed leadership
The earliest studies of leadership date back to the _________ theories from 19th-century Victorian Britain
“Great Man”
The leadership behaviour perspective
focuses on what leaders do (i.e. leadership), and in particular on how they behave towards followers.
Studies of ‘followership’ fall into three main categories:
1) leader–follower relations
2) follower attributes
3) follower outcomes such as change
Different leadership theories reflect two management logics
1) the logic of direct, process-based control, in which the focus is on efficiency and cost containment
2) the logic of indirect behavioural outcomes, in which the focus is on leaders engaging followers’ intellectual capital, commitment and cooperation.
The charismatic, ideological and pragmatic (CIP) model of leadership
based on the varied cognitive processes of leaders, but it also recognizes the significance of followers and context
Functionalism
assumes that organizations are unitary wholes, characterized by compliance, consensus and order
Critical studies
address the intersection of class, gender and race in work, organizational design and power structures that is the reality of organizational life.
The employment relationship
the exchange between employers and employees for work or services performed in return for remuneration as conditioned by markets or regulations
Lecture and beyond
Lecture and beyond
Authority
Given formal / positional role in hierarchy, ordering within structure. Compare: Charismatic, epistemic
Leadership
Given or emergent action-evidenced role, within or beside hierarchy, influencing or ordering, within and beyond formal structure and plans
Management
Given formal / positional role, implementing within a structure
Leadership is “_______” human activity - in the social space between formal authority and process and procedure.
“interstitial”
Structural determinism
Choices and actions are functions of social subsystem, so “leaders’ and “leadership” reflect position in a structure, not special personal qualities, choices, and actions
Empowering leadership
a process of sharing power, and allocating autonomy and responsibilities to employees, work teams, or collectives through a specific set of leader behaviours for employees to enhance internal motivation and organizational performance
