CHAPTER 9: Leadership part 3 Flashcards
Levels of Employee Involvement
- Minimal: Leader seeks opinions before deciding.
- Maximum: Employees make their own decisions within limits.
- Not the same as abdication of leadership!
When to Use Individual vs. Group Participation
- Individual participation: Best for goal setting, performance reviews.
- Group participation: Best for resource allocation, scheduling.
Potential Advantages of Participative Leadership
- Motivation & Performance
- Decision Quality
- Decision Acceptance
Potential Problems of Participative Leadership
- Time and Energy
- Loss of Power
- Employee Resistance or Lack of Knowledge
Leadership Decision Styles
- Autocratic (A)
o AI: Leader decides alone using available information.
o AII: Leader collects information but makes decision alone. - Consultative (C)
o CI: Leader consults individuals separately, then decides.
o CII: Leader consults the group, then decides. - Group (G)
o GII: Leader facilitates group discussion, and group decides together.
The four key positive leadership theories are:
- Empowering Leadership
- Ethical Leadership
- Authentic Leadership
- Servant Leadership
Empowering Leadership
A leadership style that involves implementing conditions that enable power to be shared with employees.
- Leaders provide autonomy, participation in decision-making, and remove bureaucratic constraints.
- Meaning → Employees feel their work is personally important.
- Competence → Employees believe they have the skills to succeed.
- Self-determination → Employees have freedom over how they perform tasks.
- Impact → Employees believe their actions make a difference.
Ethical Leadership
Demonstrating normatively appropriate conduct (e.g., honesty, fairness, transparency) through personal actions, decision-making, and reinforcing ethical standards among followers.
- Leaders model ethical behaviours such as honesty, integrity, fairness, and care.
- They encourage ethical discussions and reward ethical actions.
- Use of punishment for unethical behaviours (contingent punishment).
- Ethical leadership is most effective when leaders are perceived as moral individuals.
- A strong ethical leader helps build an ethical organizational climate.
Authentic Leadership
A leadership style in which leaders remain true to their values, beliefs, and strengths while helping others do the same.
- Self-awareness → Leaders understand their strengths, weaknesses, and impact on others.
- Relational transparency → Leaders openly share their thoughts and feelings.
- Balanced processing → Leaders objectively consider all information before making decisions.
- Internalized moral perspective → Leaders act consistently with their personal values, resisting external pressures.
Servant Leadership
Leadership that goes beyond one’s own self-interests and has a genuine concern to serve others and a motivation to lead
* Someone who wants to serve first, and lead second
- Empowering and developing people → Encouraging growth and learning.
- Humility → Putting others first and seeking input.
- Authenticity → Acting consistently with inner values.
- Interpersonal acceptance → Understanding and supporting employees emotionally.
- Providing direction → Clarifying expectations without micromanaging.
- Stewardship → Acting in the common interest rather than for personal gain.
Role Congruity Theory
Prejudice against female leaders results from perceived incongruity between leadership traits (agentic, assertive, dominant) and stereotypical female traits (communal, nurturing, supportive).
3 Mechanisms of Leadership Influence
o Cognitive: Changing how employees think (e.g., perceptions of justice, fairness).
o Affective: Influencing how employees feel (e.g., motivation, trust, emotions).
o Behavioral: Shaping how employees act (e.g., engagement, work ethic).
