Chapter 12: Leadership Flashcards
Leadership (def)
= the ability to influence, motivate, and enable others to contribute toward the effectiveness of the organizations of which they are members.
Shared leadership
- definition
- 3 characteristics
= the view that leadership is a role, not a position assigned to one person (may include all employees).
Shared leadership flourishes where:
- Formal leaders are willing to delegate power
- Culture is collaborative, not competitive
- Employees develop effective influence skills
4(+1) perspectives of leadership (OVERVIEW)
- Transformational leadership
- Managerial leadership
- Implicit leadership
- Personal attributes leadership
+ Authentic leadership
- Transformational leadership (types of leadership)
- definition
- 4 elements of transformational eladership
= a leadership perspective that explains how leaders change teams or organizations by creating, communicating, and modelling vision for the organization or work unit and inspiring employees to strive for that vision.
ELEMENTS:
a. Develop and communicating a strategic vision
- Vision’s effectiveness depends on how leaders convey it to followers and other stakeholders.
- TL’s have to use symbols, metaphors, stories
- TL’s have to frame the vision = refer to team’s strengths and potential and should suppress leader-follower differences
- TL’s have to communicate it with humility, sincerity, passion
b. Model the vision
- Leaders should enact the vision = do the things that symbolize/demonstrate it (“walking the walk”)
- Modelling the vision has 2 functions:
a. Legitimize and demonstrate the vision
b. Build employee trust in the leader
c. Encourage experimentation
- TLs have to encourage employees to question current practices and experiment with the new ones that are better aligned with the desired vision
- Supporting a learning orientation
d. Build commitment to the VISION
- TLs have to enact and behave consistently with the vision (= image of trust, honesty, and integrity)
- Also, through rewards, recognition, celebrations.
- see flashcard on VISION
Vision (ref. transformational leadership)
- definition
- 4 features
= a positive image or model of the future that energizes and unifies employees. Features:
- It refers to the idealized future with a higher purpose
- Vision is value-based = associated with personal values that fulfill the needs of multiple stakeholders
- Vision is unifying = aligns employee’s personal values with the organizational values
- Vision = challenging, distant, and abstract goal
Advantages and Disadvantages of TRANSFORMATIONAL leadership
ADVANTAGES
Higher organizational citizenship behavior
Better and more creative decisions
DISADVANTAGES
- Circular logic = transformational leadership is defined by its effect on employees (inspiring them)
- Mixed model = TL combines leader behaviors with leader characteristics (visionary, imaginative, sensitive, thoughtful). Characteristics can be predictors of the behaviors.
- Transformational leadership is supposed to be suitable to all situations (but it is not).
- Managerial leadership (types of leadership) - definition
= a leadership perspective stating that effective leaders help employees improve their performance and well-being toward current objectives and practices.
How are transformational and managerial leadership styles INTERDEPENDENT?
- TRANSFORMATIONAL assumes that environment and organizational objectives are dynamic, it is macro-focused and abstract
- MANAGERIAL assumes environment and organizational objectives are stable, it is micro-focused and concrete.
- Every manager has to apply both!!
- Senior executives may require more transformational leadership than others
Task-oriented vs. people-oriented MANAGERIAL style
what is the “focus” of the manager
TASK ORIENTED 1. Assign work, clarify responsibilities 2. Set goals and deadlines, provide feedback 3. Establish work, procedures, plan Advantages: higher job performance
PEOPLE ORIENTED 1. Concern for employee needs 2. Make workplace pleasant 3. Recognize employee contributions 4. Listen to employees Advantages: lower absenteeism, grievances, and turnover
Both styles are important!! Employees generally prefer people-oriented bosses and from negative attitudes towards task-oriented ones.
Servant leadership (ref. managerial leadership)
Hint: PAPA FRANCESCO
- definition
- features of servant leaders
= the view that leaders serve followers, rather than vice-versa; leaders help employees fulfil their needs and coaches, stewards, and facilitators of employee development. “How can I help you” vs. Expecting employees to serve then.
Features of servant leaders:
- Have a natural desire or “calling” to serve others
- Maintain a relationship with others that is humble, egalitarian, and accepting.
- Anchor their decisions and actions in ethical principles and practices
- Is typical for religious leaders (not but not only, also military for example)
- Servant leadership is associated with higher performance.
- Implicit leadership (types of leadership)
- definition
- leadership prototypes
- romance of leadership effect
= a theory stating that people evaluate a leader’s effectiveness in terms of how well that person fits preconceived beliefs about the features and behaviors of effective leaders (leadership prototypes) and that people tend to inflate the influence of leaders on organizational events. In other words, follower’s perceptions play a role in a leader’s effectiveness.
LEADERSHIP PROTOTYPES = preconceived beliefs about the characteristics and behaviors of effective leaders. Favorable evaluations for leaders who fit the prototype. (See image of “doctor”)
“ROMANCE OF LEADERSHIP” EFFECT = followers tend to inflate the perceived influence of leaders on the organizational success. This is because follower’s have the need to SIMPLIFY EXPLANATIONS and SITUATIONAL CONTROL.
- Personal attributes leadership (types of leadership)
Leadership attributes:
- personality
- self-concept
- drive
- integrity
- leadership motivation
- knowledge of the business
- cognitive and practical intelligence
- emotional intelligence
PERSONALITY
Effective leaders have higher levels of extraversion (outgoing, talkative, sociable, and assertive) and conscientious (careful, dependable, and self-disciplined)
SELF-CONCEPT
Effective leaders have strong self-beliefs and positive self-evaluation about their own leadership skills and ability to achieve objectives
DRIVE
Effective leaders have an inner motivation to pursue goals
INTEGRITY
Effective leaders have strong moral principles, which are demonstrated through truthfulness and consistency of words with deeds
LEADERSHIP MOTIVATION
Effective leaders have a need for socialized power (not personalized power) to accomplish team of organizational goals
KNOWLEDGE OF THE BUSINESS
Effective leaders have a tacit and explicit knowledge about the company’s environment, enabling them to make more intuitive decisions
COGNITIVE AND PRACTICAL INTELLIGENCE
Effective leaders have above-average cognitive ability to process information (cognitive intelligence) and ability to solve real-world problems by adapting to, shaping, or selecting appropriate environments (practical intelligence)
EMOTIONAL INTELLIGENCE
Effective leaders have the ability to recognize and regulate their own emotions and the emotions of others
+ Authentic leadership
- definition
= the view that effective leaders need to be aware of, feel comfortable with, and act consistently with their values, personality, and self-concept.
Authentic leadership is more than self-awareness!! It also involves behaving in ways that are consistent with that self-concept rather than pretending to be someone else. BE YOURSELF!!!
The role of CULTURE and GENDER in leadership
CULTURAL ISSUES
- Culture shapes leaders’ values and expectations of the followers
- Some features of leadership are universal, others differ across cultures
- The most universal: charismatic visionary = cluster of concepts including visionary, inspirational performance orientation, integrity, and decisiveness
GENDER ISSUES
- Little difference in task-and-people-oriented leadership
- Female leaders use more participative leadership
- Women rated higher on emerging leadership styles (coaching, teamwork, empowerment)
- The effect of gender stereotypes: women are evaluated negatively when trying to apply more directive and autocratic approaches
Leader attributes perspective: THE LIMITATIONS
- example
Leader attributes perspective: THE LIMITATIONS
- Universal approach = same characteristics are supposed to be suitable to all situations (but they are not)
- Different combinations of attributes may be equally good
- Views leadership within the person (leadership should be relational!!)
- The link between personal characteristics and effective leadership is muddied by several perceptual distortions (e.g., followers may assign desired traits to the leader they like)
- Competencies refer to leadership potential, not performance (= leadership is not necessarily a talent acquired at birth)
For example, narcissistic leadership – narcissists are also charismatic and successful leaders, but they may negatively influence their followers in the long-term (Steve Jobs has also been accused of being a narcissist).
