L3 Contemporary Leadership Theories Flashcards
What did Bass and Riggon (2006) say about the popularity of transformational leadership theory
Transformational leadership theory
Its popularity may be due to intrinsic motivation emphasis and follower development Bass and Riggon (2006)
Types of Leadership (Burns, 1978) x3 and descriptions
Transactional: Focuses on the exchanges that occur between leaders and their followers
Transformational : Process of engaging with others to create a connection that increases motivation and morality in both the leader and the follower
Pseudo Transformational: Focuses on the leader’s own interests rather than the interests of his or her followers
What is an example of transactional leadership?
Surplass work targets = promotion
What is transformational leadership?
2 examples?
Leader is attentive to the needs and motives of followers and tries to help followers reach their fullest potential.
includes leaders like:
Mohandas Gandhi – non-violent movement for independence
Aung Suu Kyi – Burma, non-violent movement for democracy
What is pseudotransformational leadership?
What traits do they have? 3
2 examples?
Leaders who are:
transforming but in a negative way
self-consumed, exploitive, power-oriented, with warped moral values
includes leaders like:
Adolph Hitler
Saddam Hussein
What did Bass and Avolio (1994) come up with?
4 tenants of Transformational Leadership
What are the 4 tenants of Transformational Leadership ? Describe each
Idealized Influence: Acting as strong role models
High standards of moral and ethical conduct
Making others want to follow the leader’s vision
Followers want to emulate them
Followers put a high level of trust in them
Inspirational Motivation: Communicating high expectations
Inspiring followers to commitment and engagement in shared vision
Using symbols & emotional appeals to focus group members to achieve more than self-interest
Intellectual Stimulation: Stimulating followers to be creative and innovative
Supporting followers to try new approaches or develop innovative ways of dealing with organization issues
Individualized Consideration: Listening carefully to the needs of followers
Acting as coaches to assist followers in becoming fully actualized
Helping followers grow through personal challenges
How does transformational leadership motivate people?
TL motivates followers beyond the expected by:
- raising consciousness about the value and importance of specific and idealized goals
- transcending self-interest for the good of the team or organization
- addressing higher-level needs
Leadership Factors
Transformational (4)
Transactional (2)
Laissez-Faire Leadership (1)
Idealized Influence/Charisma
Inspirational motivation
Intellectual stimulation
Individualized consideration
5: Contingent reward/ constructive transactions
Management-by-exception
6: Active and passive
corrective transactions
7: Laissez-faire
Non-transactional
Strengths of transtional leadership theory (5)
Broadly researched Intuitive appeal Process-focused Expansive leadership view Emphasizes follower Effectiveness
Criticisms of transtional leadership theory (4)
- Excessive focus on top leaders - heroic leadership bias
- Depicts situational factors as unimportant
- Cultural difference in what makes someone transformational
- No causal link shown between transformational leaders and changes in followers or organizations
Has the potential to be abused
Who introduced Charasmatic Leadership?
describe it?
How can it be achieved? (3)
(Shamir, House, & Arthur, 1993)
Charismatic Leadership:
Transforms follower’s self-concepts; tries to link identity of followers to collective identity of the organization
Do this by:
By emphasizing intrinsic rewards & de-emphasizing extrinsic rewards
Throughout process leaders
Express high expectations for followers
Help followers gain sense of self-confidence and self-efficacy
(House, 1976) Charasmatic Leadership
Personality Charateristics 3
behaviours 3
Effects on followers 3
dominant
self-confident
strong moral values
desire to motivate
Strong role model
Demonstrate competence
Articulate goals
Communicates high expectations
Trust in ideology belief similarity between leader and follower unquestioning acceptance obedience identification with leader
Define Charisma (weber, 1947)
Examples of Charmatic Leaders 3
Charisma - A special personality characteristic that gives a person superhuman or exceptional powers and is reserved for a few, is of divine origin, and results in the person being treated as a leader (Weber, 1947)
Ussama Bin Landin
Adolf Hitler
George Bush
Five Characteristics of Authentic Leaders:
Five characteristics of authentic leaders: Understand their purpose Strong values Trusting relationships Self-discipline Act from the heart (mission)
Who introduced Authentic Leadership?
Bill George (2003,2007) Leaders have genuine desire to serve others
Factors that influence Authentic Leadership:
Positive psychological capacities
and
Moral Reasoning Capacities
Positive psychological capacities: Confidence Hope Optimism Resilience
Moral Reasoning Capacities:
Deciding right and wrong
Promoting justice, greater good of the organization or community
Strengths of Authentic Leadership:
Fulfills society’s expressed need for trustworthy leadership
Provides broad guidelines for those who want to become authentic leaders
Like transformational and servant leadership, AL has an explicit moral dimension
Unlike traits that only some people exhibit, everyone can learn to be more authentic
Citisicism of Authentic Leadership:
The theory is still in the formative stages, so some concepts in the practical approaches are not fully developed or substantiated
The link between authentic leadership and positive organizational outcomes is unclear. It is also not clear whether AL is sufficient to achieve organizational goals
Servant Leadership is a paradox: both ____ and ____
Servant Leadership is a paradox: both influence and service
SERVANT LEADERSHIP Authors: Laub 1999 Dennis and Bocarnea 2005 Barbuto and Wheeler 2006 Wong and Davey 2007 Sendjaya and santora 2008 van Dierendonck and Nuijten 2011
Traits: Serving, consulting and developing others Empowerment and Humility Transforming influence Authenticity and accountability Altruistic calling Sharing leadership
slide 36
Explain a model of Servant Leadership?
Antecedent Conditions: Context and culture and leadership attributes
Servant Leadrship behaviour: Conceptualising, putting the followers first, Behaving ethically, empowering
Outcomes: Follower performance, societal impact
When does SL work best? 2
SL works best when leaders are altruistic and have a strong motivation to help others
Strengths of Servant Leadership? 4
Makes altruism the central component of the leadership process.
Provides a counterintuitive approach to the use of influence. Leaders should share control.
SL is not a panacea. It may not be effective when subordinates are not open to being guided, supported, and empowered.
Research has resulted in a sound measure of SL— the SLQ.
Criticisms of Servant Leadership? 4
Because the name appears contradictory, SL may be seen as whimsical, or not really “leadership”
Researchers are unable to reach consensus on a common definition or theoretical framework for SL
The prescriptive overtone suggests that good leaders “put others first” and conflicts with other principles of leadership such as directing, concern for production, etc.
Can sound moralistic, which may deter some researchers
Who was Ursla Burns?
What theories can be applied to her case?
CEO of Xerox between 2009 and 2016
Traits and skills styles authentic resilience self awareness charismatic (HOUSE)
