Dimensions of Leadership Flashcards
Leadership trait approach
A great man theory
Innate qualities of the leader, individual attributes
“who a leader is”
Leadership style approach
A great man theory
Emphasizes the behavior of a leader regarding task and relational
“What a leader does”
Leadership skill approach
A Great Man theory
Focus on capabilities and knowledge of leaders
Technical, human, and conceptual skills
“What a leader knows”
Leadership definition
Northouse components of leadership (4)
P.I.G.G. Northouse (2010),
“Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.”
1) a process,
2) involves influence,
3) occurs in groups,
4) involves common goals
Transformational leadership:
- four areas
- instrument
I.M. I.S. Burns & Bass
Burns (1978) first introduced the concept of transforming leadership, “leaders and followers help each other to advance to a higher level of morale and motivation”. established two concepts: “transforming leadership” and “transactional leadership”.
Bass (1985), extended the work of Burns, introduced the term “transformational” in place of “transforming.”
1) Individualized consideration: leader attends to each follower’s needs.
2) Intellectual Stimulation – the degree to which the leader challenges assumptions and solicits followers’ ideas. encourage creativity in their followers.
2) Inspirational Motivation – leader articulates a vision that is inspiring to followers.
3) Idealized Influence – Provides a role model for high ethical behavior, instills pride, gains respect and trust.
When researching transformational and transactional leadership the most frequently used survey is called “the Multifactor Leadership Questionnaire” (MLQ Form 5X).
Theory X
- author
- define
McGregor
Assumes employees are inherently lazy and will avoid work if they can and that they inherently dislike work
As a result management believes workers need to be closely supervised and comprehensive systems of controls developed.
A hierarchical structure is needed with narrow span of control at each and every level.
Moral Development
Four Component Model
- Author
- Elements (SCRM)
S.C.R.M. James Rest, et al (1999)
Rest el al. (1999) developed a four-component model of moral development and behavior.
Rest defines the four elements as follows:
o Moral Sensitivity - interpretation of the situation, being aware of possible lines of action,
and how the action could affect others
o Moral Character - the courage and strength to live one’s convictions (p101).
o Moral Reasoning or judgment - judging which action is morally right or wrong,
o Moral Motivation- prioritizing moral values ahead of other values, and,
Transactional leadership
- Author
- definition
- Approaches
Transactional leadership: Burns (1974)
Def: trading rewards/punishments for obedience.
Approaches:
- contingent reward
- passive management by exception (reactive): leaders wait for issues to come up before fixing the problem
- active management by exception: leader looks at each subordinate’s performance, makes changes to the subordinate’s work to make corrections throughout the process
Dual concern model / managerial grid
Dual concern model
Managerial/Leadership Grid, 9x9 matrix (blake and moulton, 1964)
- Task - concern for results/production
- Relationship - concern for people
5 Types of management
Country Club management (high people, low results)
Impoverished management (low people, low results)
Middle-of-the-Road management (‘middlin’ people and results)
Authority-Compliance management (low people, high results)
Team management (high people, high results)
GLOBE - Nine attributes
House et al (2004) Hofstede (2003) 4/5 Common with : 1) Future Orientation 2) Collective-Ingroup 3) Collective-institutional 4) Power concentration (distance) 5) Uncertainty Avoidance
2 related to Hofstede masculine:
6) Assertiveness (masculine)
7) gender egalitarianism
2 new:
8) Humane orientation
9) Performance orientation
Self-efficacy
Researcher (date)
Impact on four major human processes
Self-efficacy is the measure of one’s own competence to complete tasks and reach goals. Self-efficacy is distinct both from efficacy and from self-esteem, confidence, and self-concept.
SE produces effects of four major human process:
cognitive - forethought of goals
motivation - self-regulation
affective - how much stress and depression experienced in threatening or difficult situations
selection - influences the choices of activities and environments
Albert Bandura (1997). Self-efficacy: The exercise of control
GLOBE Project
Global Leadership and Organizational Behavior Effectiveness
(GLOBE) project
Robert House, principal investigator 1990s
Spiritual leadership
- author
- attributes
Fry’s (2003)
1) Vision
2) Hope/faith
3) Altruistic love
Stimulates:
1) Calling
2) Membership
Shared Leadership
Shared Leadership (Pearce & Conger, 2003)
The influence process is more than vertical between leader and follower
Conditions:
- Interdependence
- Creativity
- Complexity
Characteristics
- All team members engage in leadership
- All members don’t hesitate to influence/guide others to maximize team
- Serial emergence of unofficial leaders
Spiritual leadership theory
Description: Spiritual leadership is a category of ethical leadership (Yukl, 2010). “Spiritual leadership describes how leaders can enhance intrinsic motivation of followers by creating conditions that increase their sense of spiritual meaning in the work[place] (Yukl, 2010, p. 342).”
Constructs:
Transcendence (meaning/calling in the work) and
Fellowship (sense of belonging and togetherness). Both involve altruistic love and faith
Context: Intrinsic motivation, follower productivity, sense-making, workplace spirituality, organizational development / transformation
Key Thinkers: Louis Fry, (Delbecg; Duchon & Asmos)
Instrument(s):
Spiritual Leadership Theory survey (Fry, 2005)
Literature:
Fry, L. W. (2003). Toward a theory of spiritual leadership. The Leadership Quarterly, 14, 693–727.
Fry, L. W., & Slocum Jr, J. W. (2008). Maximizing the triple bottom line through spiritual leadership. Organizational Dynamics, 37(1), 86-96.
Kriger, M., & Seng, Y. (2005). Leadership with inner meaning: A contingency theory of leadership based on the worldviews of five religions. The Leadership Quarterly, 16(5), 771-806.
Critiques:
Niewold, J. (2007). Beyond servant leadership. Journal of Biblical Perspectives in Leadership, 1(2), 118-134.
Controversy over difference between spirituality and religion
The antecedents of what makes a spiritual leader and conditions to produce effects of spiritual leadership are unclear (Yukl, 2010)
Significance
Cultural: Surveyed among five major world religions
Global: Generic enough to include even atheism/agnosticism
Scriptural: Colossians 3: 17 – do everything in the name of the Lord Jesus, giving thanks to God the Father through him
- Trait theory – focuses on the _________of the leader
- Skill theory – focuses on the _________________
- Style theory – emphasizes the _________ of the leader
- personality characteristics
- leader’s capabilities
- behavior
Leadership traits and trait theory
Researcher of Origin: R. M. Stogdill
Definition: One of first systematic approaches to studying leadership by identifying innate qualities of leaders. These known as “great man’ theories” distinquished between leaders and followers. Stogdill (1948) suggested that traits were important but situations required differing traits for effectiveness. Trait theory continues to be important in thinking about effective leadership
Constructs: (1) intelligence, (2) self-confidence, (3) determination, (4) integrity, and (5) sociability.
Context: When is the theory used.
Develop self-awareness of leadership traits.
Determine strengths and limitations of people for hiring or promotion.
Focuses only on traits and not followers or situation (Northouse, 2004)
Instrument(s): Myers-Briggs and Leadership Trait Questionnaire (LTQ)
Significant Research
Stogdill (1948). Personal factors associated with leadership. Journal of Psychology, 25, 35-71. 8 trait
Stogdill (1974). Handbook of Leadership. New York: Free Press. – 10 traits
Northouse (2004). Leadership: Theory and practice – 5 major leadership traits
Contrasting Research(ers)
Difficult to determine a complete list of necessary traits. (Northouse, 2004)
Fails to recognize situational influence to leadership effectiveness
Trait theory is highly subjective
Traits are relatively fixed psychological structures and difficult for training and development.
Cultural Significance:
Various cultures will identify different traits of effective leaders.
Global Significance:
No universal list. Limited use of trait theory
Scriptural Significance
Traits are important. See Acts 6:3-4; 1 Tim. 3 (Overseer traits)
Leadership Style
Researcher of Origin: Ohio State University (Stogdill, late 1940’s), University of Michigan (Lickert, same time), and Blake and Mouton (early ‘60s)
Definition: Focuses on behavior of the leader, especially task behaviors and relationship behaviors.
Constructs:
Context: When is the theory used.
Does not prescribe leader behaviors but describes major components of behavior.
Reminds leaders of productivity and relational aspects of leadership. Helps leaders determine how they are doing as leader
Instrument(s): Leader Behavior Development Questionnaire (LBDQ) Stogdill), The Managerial Grid (Leadership Grid) (Blake & Mouton)
Significant Research
Ohio State Univ (Stogdill)
Univ of Michigan (Likert)
Blake and Moulton (1964). The Managerial Grid. Houston, TX: Gulf.
Contrasting Research(ers)
Yukl (1994) – results of research are contradictory and inconclusive
No universal style for every situation.
Cultural Significance:
Helps leaders recognize need for attention to task and relational aspects of leadership.
Global Significance:
Does not prescribe leader behavior.
Scriptural Significance:
Keep close watch on personal life and teaching 1 Tim. 4:16
Servant Leadership Theory
Researchers
Dates
Instrument(s)
Servant Leadership
Robert Greenleaf (1977)
Instruments:
> Liden, et al (2008).
> Fields & Winston (2010).
Servant Leadership Theory
Description and factors
Servant Leadership Theory
The servant leader is servant first - insuring that other people’s highest priority needs are being served first.
Servant leadership is distinct from transformational leadership because leaders are focused on follower’s needs first. Transformational leadership prioritizes organizational needs. Bass, 2000 “The future of leadership in learning organizations”
Factors in Liden, et al. (2008) measure Conceptual skills Empowering Helping subordinates grow and succeed Putting subordinates first Behaving ethically Emotional healing Creating value for community
Motivation to Lead
Definition
Theorist
MTL Dimensions
MTL is “an individual differences construct that affects a leader’s or a leader-to-be’s decision to assume leadership training, roles, responsibility, and that affect his or her intensity of effort at leading and persistence as a leader.”
Chan & Dasgrow (2001). Toward a Theory of Individual Differences and Leadership: Understanding the motivation to lead. p. 482
Dimensions
Affective-identity MTL - like to lead others
Social-normative MTL - duty to lead
Non-calculative MTL - doesn’t worry about costs of leadership role
Charismatic leadership theory
Definition
Theorist
9 leader behaviors
Charismatic leadership theory
Charismatic leaders appear so extraordinary due to their strategic insight, strong convictions, self-confidnecd, unconventional behavior and dynamic energy that subordinates idolize and want to imitate their leader (Yukl, 2010)
> consistent with GLOBE attributes
Robert House (1977) Conger (2010)
Charismatic behavior: Articulate appealing vision Use strong, expressive communication Take personal risks, making personal sacrifices Communicate high expectations Express confidence in followers Model behavior consistent with vision Manage follower impressions of leader Build identification with group/org Empower followers
Relational Leadership Theory
Description
Theorist (date)
Dimensions
relational leadership as a social influence process through which emergent coordination (i.e., evolving social order) and change (i.e., new values, attitudes, approaches, behaviors, ideologies, etc.) are constructed and produced.
Mary Uhl-Bien (2006)
Relationships as an outcome
Relationships as a process
How do people work together to define their relationships in a way that
generates leadership influence and structuring?
