Chapter 2 - Leadership competencies Flashcards
Trait
a distinguising FEATURE in character, appearance, habit or portrayal.
Personality
a distinctive character or qualities of a person, personal existence or identity, being a person.
Skill
expertness, a practised ability, facility in an action.
Style
a kind or sort, a manner of writing, speaking or doing, a distinctive manner of a person.
The Great Man theory 1866
“What it takes to achieve a position of responsibility in society”
- A leader is born into that
- Heroic
- Masculine
Major Leadership Traits (Northhouse 2007) ISDIS.
- Intelligence
- Self-confidence
- Determination
- Integrity
- Sociability
Intrinsic traits
Traits that change in intensity
Extrinsic traits
Traits that are replaced with other traits over time
Personality - leadership. The big 5 personality factors:
- Neuroticism -
- Extraversion - utåtvändhet
- Openness - öppenhet
- Agreeableness - pleasantness
- Conscientiousness - samvetsgrannhet
Link between leadership and personality? Hogan and Judge
- Socio-political intelligence
2. Integrity
Leadership styles - The managerial grid. Blake & Mouton.
People – Task
Directive – Participative
- Concern for task - the extent to which the leader emphasises the task objectiveness.
- Concern for people - the extent to which the leader emphasises the needs, interests and so on in the group.
- Directive leadership - The extent to which the leader makes all the decisions regarding group activity
- Participative leadership - the extent to which the leader shares decision-making concerning group activity.
Action Centered Leadership (Adair 1973)
- The task
- The team
- The individual
The styles approach: \+ provide a language that describes leadership in a generic way \+ major shift in leadership research - lack of situational variance - lack of evidence
Leadership styles across hierarchical levels, 4 types
- Directive - leaders telling followers what to do, how to do it and what is expected of them with specifying standards.
- Consultative - leaders telling followers what to do after discussing with them.
- Participative - leaders discussing and analyzing problems with followers and reach consensus on what and how to do.
- Delegative - leader describing a problem and the conditions that have to be met and leaves it to the followers to decide what and how to do.
Northern American organisations
difference between senior-level managers and mid-level managers?
Senior-level managers use more delagative and participative styles and less directive styles than low-level managers.
Mid-level managers use a delagative style more than low-level managers and less than senior-level managers.
Chinese and Japanese organisations, difference?
No difference in the use of leadership styles across hierarchical levels.
Skills approaches to leadership:
5 models!
*Three skills model of a leader’s work
Mintzberg’s model if the nature of managerial work
Leadership of organisations VS Leadership in organisations
A systems model of leadership across organisations
Stratified-systems theory (SST) and “time span of discretion”
Three skills model of a leader’s work
Three distinct skill sets:
*Conceptual = ability to see the enterprise as a whole. How functions in the organisations depend on each other and how changes will affect all others.
- Human = ability to work efficiently as a group member and to build a cooperative effort within a team.
- leadership ability within a manager’s own unit
- skill in inter-group relationships
*Technical skills are described as an understanding of, and proficiency in, a specific kind of activity.
The model demonstrates a shift in the relevant importance of technical, human and conceptual skills throughout organisational levels - human skills are always important and are fixed but conceptual increase and technical decrease as one ascends organisational levels.
Mintzberg’s model of the nature of managerial work
Roles that managers carry out:
- Interpersonal - figurehead, leader, liason
- Informational - monitor, disseminator, spokesman
- Decisional - entrepreneur, disturbance handler, resource allocator, negotiator
Since organisations have flattened these are pretty outdated.
Leadership of organisations VS Leadership in organisations
OF - focus on the organisation overall, including human actors in interaction with the organisation in its entirety.
IN - team leadership and face-to-face interaction at various levels (lower levels of organisation)
A systems model of leadership across organisations
Different kind of responsibilities
- Top-level leaders - vision & mission, development of strategies, identification and promotion of supportive shared values.
- Middle-level - administrative procedures are developed and implemented, human relations skills are important.
- Lower-level leaders - implementing strategies, performing routine tasks, encouraging individual involvement and team working. (Less leadership is required).
Charismatic leadership can be found at all levels, most frequently at the top level of the hierarchy.
Stratified-systems theory (SST) and “time span of discretion”
SST = descriptive model of organizatioal structure based on defining the hierarchical level according to the task complexity involved at each level. Suggests a model of organizational functioning such that tasks or requirements increase in complexity with ascending organizational levels.
Time span of discretion is defined as the maximum time for completing critical tasks within the organization.
3 domains, of seven levels of time span:
- systems
- organizational
- direct leadership
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Intelligences of leadership. CSEMB
Cognitive intelligence - understand information, reason with it, imagine possibilities, use intuition and imagination, make judgements, solve problems and make decisions.
Spiritual intelligence - understand humans animating need for meaning, value and a sense of worth and respond to that.
Emotional intelligence - understand oneself and the feelings and needs of other people, self-control.
Moral intelligence - differentiate right from wrong.
Behavioral ability - using and responding to emotion, communicating, using personal power and different leadership styles in different situations.
Conceptual capacity
Defined as the ability to think abstractly and integrate complex information, providing an antecedent to leadership action.
