H. 9 Leadership Flashcards
Leaders are often around when:
- In big groups
- When success is close by
- When the rewards of that success is valuable
- When the effort of the group is more important than the individual effort
- When there is an individual present with experience in leadership
- When a stressful situation is at hand
Romance of leadership
inclination to exaggerate the amount of influence and control that the leaders have on the outcome in the group (When the group fails only the leader will get the blame.)
Different forms of leadership:
- Reciprocal
- Transactional
- Transformational
- Cooperative
- Adaptive, goal-seeking
- Reciprocal: relation between leader and followers → followership: effective cooperation
- Transactional: cooperation leader and members
- Transformational: leaders ensure a higher motivation, satisfaction and confidence.
- Cooperative: justified influence, not pure power, the followers often entrust the leader with the power.
- Adaptive, goal-seeking: organising and motivating group members to reach goals.
→ Not every boss or manager happens to be a leader; some members are also leaders.
Task-relationship model of leadership
most behaviour of leaders can be classified as the maintenance of performance or the maintenance of relations.
Task-relationship model of leadership:
- Task leadership
- Relationship leadership
- Charismatic leadership
- Task leadership: promoting the completion of tasks by regulating behaviour, keeping an eye on communication and state the goals clearly.
- Relationship leadership: maintaining and improving the positive personal relations in the group (friendliness, trust, openness, recognizing performances)
- Charismatic leadership: talk about long term goals, the unique value of the group, emphasis on cooperation.
Leadership substitutes theory
analysis of factors that improve or eliminate the need for a leader or that keep the leader from his or her effective handling of the task of the relational needs of the group (neutralizers: very boring tasks).
substitutes: the members have no need for a leader – they are professional
communal vs agentic leadership
Women more communal: help others, warm relations, understanding the feelings of others;
men are often more agentic: goal-oriented, active, independent.
Great leader theory (Carlyle)
successful leaders have certain characteristics that mark them for greatness and those great leaders will influence the course of history (trait approach)
Zeitgeist theory (Tolstoy)
history is mainly determined by the ‘spirit of the times’ (uncontrolled aspects of the historical situation), not by the actions or choices of big leaders (situationism).
Babble effect
inclination of members: you need to talk a lot to become a leader, even when the told information has a low quality. (Quantity of participation is more important than quality!)
Implicit leadership theory (ILT)
based on the idea that individual beliefs about which characteristics are expected of leaders (implicit leadership theories) influence their perceptual and cognitive responses on (potential) leaders. Are often specific for each culture.
GLOBE studies (House et al.)
a few general elements in ILT’s around the whole world, like diplomatics, moral integrity, charisma, and direction of the team.
prototype-matching hypothesis
the ideas that people have about leaders reflect their responses to leaders that have those characters that those people prefer (More positive response).
Warren Harding Effect
Thinking that a more handsome candidate has good leadership potential, even when he or she is incompetent.
Terror management theory (TMT)
having a preference for having (powerful) leaders when people have less rational reasons. → People are aware that they will die one day: this is why the popularity of a leader often rises in times of crisis and stress. (Charismatic leaders are then better judged than the task-oriented leader.)
