Leadership Flashcards
Traditional and modern theories
I
Universalist and behavioralist theories
-Great Person Theory leaders are born (nature side)
-Ohio leaders can have 2 different behaviours: Initiating structure or Consideration
-Michigan also 2 different behaviours: Task-oriented or Relationship-oriented
Adaptive leadership
-Heifetz et al leadership is the art of mobilizing people to tackle tough issues, adapt and thrive
-The role of the adaptive leader is no longer
to maintain and support the organisational norms and
values but to allow disorientation, conflict and challenge to
create a new organisation that can survive
6 principles of adaptive leadership
- Get on the balcony
- Identify the adaptive change
- Regulate distress
- Maintain disciplined action
- Give the work back to the people
- Protect voices of leadership from below
Three levels of leadership
-3P: Public, Private, Personal leadership
- Public concerns the behaviour required to influence groups
- Private concerns …. to influence individuals
- Personal leadership is the most important
Leadership style
II
Leadership effectiveness
-Theory of leadership effectiveness (Fiedler) which examines the interaction between the style of leadership and the situation
-different leadership styles will be effective in different situations
-In order to measure leadership effectiveness -> LPC
The situational theory of leadership
-there is no single effective leadership style
-not appropriate to use the same style all the time
-a truly effective leader will be able to adapt their style according to the situation
maturity
maturity: in this context is the capacity to set high but
attainable goals, willingness and ability to take responsibility
for the task, and relevant education and/or experience of an
individual or a group for the task.
4 levels of leadership
S1: telling (directing)
S2: selling (coaching)
S3: participating (supporting)
S4: delegating
4 levels of maturity
M1: low competence-high commitment
M2: low to some competence-low commitment
M3: moderate to high competence-variable commitment
M4: high competence-high commitment
Style of leader behaviour
-Muczyk Reiman two way street leadership
-participation vs direction (high low)
Leaders and followers
III
Leader-member exchange model
-relations can be closer or more formal than with others
1. Role-taking stage
2. Role-making stage
in-group out-group
3. Role-routinisation stage
Followership model
-Followership refers to a role held by certain individuals in an organisation, team or group
-the way in which an individual actively follows a leader
-followers and non-followers: critical thinking and activeness
