Leadership Flashcards
1
Q
Statistics
A
- BARRICK et al (1991); high executives added £25 million more than average
- JOYCE et al (2003); effective CEOs improve companies (ie. Steve Jobs)
- JACOBS & SINGELL (1993); success in baseball according to tactical managers
2
Q
Leadership
A
- the process of an individual influencing group members in an inspiring way to achieve a group goal that has been deemed by them as important
- NOT influence/exercise of power/conformity
- intergroup rather than interpersonal
- good/bad = subjective; effective/ineffective = objective
3
Q
Great Person Theory of Leadership
A
- leadership = constellation of personality attributes that imbue individuals w/charisma/leadership ability
- said attributes include: health/attractiveness/confidence/dominance/IQ
4
Q
Leadership Characteristics
A
- STOGDILL (1948); alertness/responsibility/initiative
- MANN (1959); masculinity/adjustment/extroversion/conservatism
- STOGDILL (1974); achievement/insight/responsibility/cooperativeness/tolerance/influence
- LORD, DEVADER & ALLINGER (1986); masculinity
- KIRKPATRICK & LOCKE (1991); drive/motivation/cognitive ability/task knowledge
5
Q
Leadership Characteristic Correlations
A
- intelligence
- persistence
- self-confidence
- sociability
- dominance
- integrity
6
Q
Situational Perspectives
A
- studying the physical elements that influence the masses rather than focusing on figureheads
- MARX’S THEORY OF HISTORY; emphasis on actions of the group rather than the individual
- SIMONTON (1980); 300 battles; situational factors (ie. army size) AND leader attributes (ie. experience) counted
7
Q
Style
A
- leadership isn’t about WHO but WHAT (aka. actions, interactions w/followers, etc.)
- LIPPITT & WHALE (1943); effect of leader behaviour on group performance/morale w/after-school boy activities; leaders trained as either autocratic/democratic/laissez-faire w/ liking for leader, group atmosphere and productivity as points of interest
- LIL = less (A); more (D); less (LF)
- GA = aggressive/dependent/self-orientated (A); friendly/group centred/task & play orientated (D/LF)
- P = high w/l, low w/o (A); high (D); low, more w/o (LF)
8
Q
Charisma
A
- a process; interaction between charismatic leader qualities, followers’ needs. leader identification and situation of import (ie. need for change/crisis)
- charismatic leaders = skilled communicators w/verbal eloquence, able to articulate compelling/captivating vision w/strong emotions in followers
- not derived from leader but arises via behaviour aka. leadership style
9
Q
Leader-Group Relations
A
- BASS (1990); 2 types:
TRANSFORMATIONAL = leader provides vision/inspiration (more effective via extra mile)
TRANSACTIONAL = leader involved w/arisen issue
10
Q
LGR: Transformational
A
BEHAVIOUR:
- idealised influence/inspirational motivation/intellectual stimulation/individualised consideration
STYLE:
- motivates respect/pride
- communicates values/purpose/mission importance
- optimism/excitement for goals/future
- new problem solving/task completing perspectives
- focus of follower development/mentoring via individual needs
11
Q
LGR: Transactional
A
BEHAVIOUR:
- contingent reward management by exception (active)
- management by exception (passive)
STYLE:
- rewards for satisfactory follower performance
- attends mistakes/failures to meet standard
- waits until issue is severe before intervention/attending
12
Q
Leadership Models
A
PERSONALISE MANAGEMENT STYLE
ENCOURAGE CREATIVITY
GUIDE, MOTIVATE, INSPIRE
BE A ROLE MODEL
13
Q
LML Personalise Management Style
A
BASIS: individualised consideration
EXAMPLE: Sam Walton; personally visited stores
ASPECTS:
- adaptation of style to personalities/skills required
- support career development
- show concern for well being
14
Q
LM: Encourage Creativity
A
BASIS: intellectual stimulation EXAMPLE: Socrates; disrupting comfy status quo always ASPECTS: - foster innovation/independent thinking - challenge assumptions - provide support/resources - remove change barriers
15
Q
LM: Guide, Motivate, Inspire
A
BASIS: inspirational motivation
EXAMPLE: Lee Kuan Yew; leader w/strong passion
ASPECTS:
- guide team with strategy/vision
- inspire continuous acting/engagement w/talents
- motivate via expression of mission
16
Q
LM: Be a Role Model
A
BASIS: idealised influence EXAMPLE: MLK; confident passion for his mission ASPECTS: - act with integrity/ethical standards - allow natural respect/followers
17
Q
Contingency Theory
A
- successful leadership reflects situational demands; not purely personality trait governed
FIEDLER (1965): - task-orientated VS socio-emotional leader effectiveness contingent w/situational match
- important situation feature = SITUATIONAL CONTROL (quality of LMR; structure clarity; intrinsic power/authority granted to leader)
- low/high SC = more effective task-orientated leaders
- medium SC = more effective socio-emotional leaders
18
Q
CT: Least Preferred Co-Worker Scale (LPC)
A
- measures leadership style
- HIGH = relationship orientated (favourable to colleagues even w/poor performance)
- LOW = task orientated (harshly evaluates poor performance)
19
Q
CT: Cross-Cultural Evidence
A
- distinction between task/person-orientated leadership across cultures
- MISUMI & PETERSON (1985); task performance and group maintenance; varies (ie. eating lunch together = group maintenance sometimes)
- SMITH et al (1989); task performance; UK/US = ask individual; Japan/Hong Kong = show consideration via asking co-workers
20
Q
CT: Critique
A
- uncertainty over LPC aka. what does it measure? personality?
- LPC ignores 20% pop
- low test-retest reliability
- leadership style can be taught (ie. LIPPIT & WHITE (1943))
- stable/fixed leadership styles are unlikely
- situations can cause permanent change
21
Q
Leadership as a Process
A
- leaders are group members too; loyalty to group/its interests must be observed
- leaders are however special; must be innovative/instigating of change
- leadership emerges out of reciprocal interactions between leaders/group
22
Q
Social Identity Theory (SIT)
A
- leaders have identity function aka. turned to to express/clarify/focus/forge/transform our identities
- HOGG (2001); stronger identification within group; pro-typical members are more influential
- HAINS, HOGG & DUCK (1997); pps rated leadership effectiveness w/pro-typical leader VS not/good leadership skills VS not; high pro-typical leaders = most effective w/high group salience
23
Q
SIT: Pro-Typical Leaders
A
- embody group attributes and viewed as conformity process sources (aka. other members align to them)
- most influential in salient groups
- liked as group members; facilitate influence
- find group more central; identifies strongly w/it; behave in group-serving ways (ie. embody norms, favour/promote in-group)
- construct/maintain prototype further securing leadership position
24
Q
LaaP: Identity Leadership Inventory AD Model
A
IDENTITY IMPRESARIOSHIP ("making us matter")
IDENTITY PROTYPICALITY ("being one of us")
IDENTITY ENTREPRENEURSHIP ("crafting a sense of us")
IDENTITY ADVANCEMENT ("doing it for us")
= SHARED SOCIAL IDENTITY ("sense of we/us")
25
Gender Inequality
- the higher up the academic ladder, the wider the gender gap
- academic females earn 15% less than male counterparts
- stats refuse transgender/non-binary recognition
26
GI: Think Manager, Think Male
- SHEIN (1973); 3 questionnaire conditions (describe men/women/successful managers)
- traits shared by men/managers (60 total) included: direct/independent/decisive/vigorous/aggressive/vigorous/objective
- traits shared by women/managers (8 total) included: helpful/sophisticated/empathetic/neat/humanitarian/understanding
- shared traits more likely to be "male"; results durable across time/cultures
27
GI: Role Congruity Theory
- EAGLY & KARAU (2002); stereotypes make 2 negative outcomes:
- less favourable evaluation of female potential to be leaders compared to men
- less favourable evaluation of actual female leader behaviour
28
GI: Glass Ceiling
- invisible/unspeakable barrier keeping women/minorities from rising to upper corporate ladders despite qualifications/achievements
29
GI: Glass Escalator
- WILLIAMS (1992)
| - men (esp. in "female" professions) promoted in acceleration through ranks
30
GI: Glass Walls
- MILLER, KERR & REID (1999)
- confine women to management positions in certain sectors (ie. resources/marketing) that usually don't lead to seniority
31
GI: Glass Cliff
- RYAN & HASLAM (2005)
- tendency of women as leaders in times of crisis, stereotyping them as risky/precarious
- pps selected female candidates when told company is doing "poorly"
32
GI: Credit for Success
- HEILMAN & HAYNES (2005):
- pps given info about male/female employee; worked as team on highly male gendered task (ie investment portfolio make)
- informed joint product = successful; rated competence/influence/leadership in group members
- female targets received lower scores on all than male
33
GI: Stereotype Importance
- stereotypes affect how others see/treat/interpret you/your behaviour
- affect how you see yourself/respond to others/behave
- can reinforce/perpetuate workplace inequalities
34
Summary
- early viewing of leadership = great people create historical periods of paradigm shifting importance
- moved towards certain leaders being better/worse dependent on context
- recently = social identity processes influence leadership success
- long way to go to challenge male hegemony in powerful positions
- stereotypes must be challenged at every turn
