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Individual differences and Crime > Leadership > Flashcards

Leadership Flashcards

1
Q

A leader

A

An individual person who is assigned or delegated to be the leader of a group, team or organisation

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2
Q

What is Leadership?

A

“A process whereby an individual influences a group of individuals to achieve a common goal” (Northouse, 2010, p. 3)

“The process of influencing others in a manner that enhances their contribution to the realisation of group goals” (Haslam, Reicher, & Platow, 2011, p. 247).

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3
Q

Top qualities to Leadership

A
  • Excellent organisation skills
  • Good at encouraging others
  • Strong morals and ethics
  • Promotes connection and teamwork
  • Strategic thinking
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4
Q

Great Man Theory

A

1847 Thomas Carlye

  • Leaders born and only those men who are endowed with heroic potentials could ever become the leaders
  • A leader is the one gifted with unique qualities that capture the imagination of the masses

-Leaders have an inherent greatness and born not made- individuals cannot be taught to be effective leaders

  • Leaders are extraordinary people
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5
Q

Great Man Theory- Traits

A
  • Early interest in leadership centred on traits/abilities of great leaders (i.e., assertiveness, wisdom, glamour, decisive etc)
  • More adept at directing others and solely responsible
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6
Q

The Trait Theory

A
  • Expands on great man theory
  • Effective leaders have particular personality qualities
  • Born leaders had certain physical traits and personality characteristics which distinguished them from non-leaders i.e., intellect, extravert,fluency etc
  • Ignores assumptions about whether leadership traits were genetic or developed
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7
Q

Stogdill (1985)

A
  • Traits considered singly hold little diagnostic or predictive significance
  • In combination they can create personality dynamics, or patterns,rather than specific traits that are advantageous to the person in leadership role
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8
Q

Stogdill (1948)

A
  • Examined 124 trait studies that had been carried out between 1904-1948

Relevant leadership traits included:
- Intelligence
- Self-confidence
- Alertness to others’ needs
-Understanding of tasks
- Initiative and persistence
- Desire to take

  • Each trait dependant on the specific situation (context specific)
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9
Q

Stogdill (1974)

A
  • Carried out a second literature review of 163 trait studies that had been conducted between 1949-1970

-Identified many of the same traits as first review

-However, no evidence for universal leadership traits

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10
Q

Can we challenge this approach?

A
  • Lack of scientific evidence for the great man theory, refuted as early as 1948 (Stogdill)
  • Many of the traits cited as being important to be an effective leader are typical masculine traits
  • Evidence suggests skills important for leadership can be developed (Haslam, Platow,& Reicher, 2011)
  • No agreed collection of special traits that “make” a great lead
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11
Q

Leadership and The Big 5- Openess

A
  • Linked to creativity, imagination and insight (John & Srivastava, 1999)
  • Leaders may be able to visualise an exciting future for the organisation (Bono and Judge 2004).
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12
Q

Leadership and The Big 5- Conscientiousness

A
  • Disciplined in the pursuit of goal attainment
  • Clearly and consistently define role expectations (Bass, 1985)
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13
Q

Leadership and The Big 5- Extraversion

A
  • Assertive, energetic, enthusiastic,and charismatic
  • The strongest predictor of leader emergence (Judge et al., 2002)
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14
Q

Leadership and The Big 5- Agreeableness

A
  • More considerate and empathetic leaders
  • Are able to promote cooperation and helping behaviours within the group (Hurtz & Donovan, 2000)
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15
Q

Leadership and The Big 5- Neuroticism (Emotional stability)

A

Emotionally stable leaders likely to stay calm and relaxed in moments of crisis and recover quickly from any failures in the group

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16
Q

Leadership and The Dark Triad (Hodson, et al., 2009; Jones & Figueredo, 2013)- Narcissism

A
  • Narcissistic leaders have a strong egoistic focus (Morf & Rhodewalt,2001)
  • View others as inferior to themselves
  • Generally viewed negatively by peer swhich results in poorer group performance (Judge et al., 2006
17
Q

Leadership and The Dark Triad (Hodson, et al., 2009; Jones & Figueredo, 2013)- Machiavellianism

A
  • A cold, calculating, long-term oriented and strategic style (Jones &Paulhus, 2009)
  • Less likely to share knowledge with others (Liu, 2008)
18
Q

Leadership and The Dark Triad (Hodson, et al., 2009; Jones & Figueredo, 2013)- Psychopathy

A
  • An impulsive and antisocial style (Williams, et al., 2007)
  • Psychopathy been negatively related to job performance (O’boyle et al., 2012)

-Least explored“Dark Triad” in leadership research

19
Q

Behaviourist Theory

A
  • Leadership is a learnt behaviour (Skinner, 1974)
  • Reinforcement of leadership behaviours (rewards &punishments) determine who will become a leader
  • Challenges view that leaders are born not made

-A leader’s performance not influenced by their inherent traits because leadership qualities are driven by behaviour

20
Q

Transactional Approach

A
  • Considers social exchange over time
  • Social systems work best with a clear chain of command

-Value of a hierarchy for enhancing organisational effectiveness

  • Rewards/ punishments given to followers dependent on performance
  • Leaders’ outline plans and tasks to be completed and monitor followers’ attainment

-Two-sided between leader and followers, but ultimately places leaders in positions of power
-Prime purpose of a subordinate is to do what manager tells them

21
Q

Shortcomings

A

Power not something that leaders ‘have’

  • Power over vs. Power through (Turner, 2005)

Behaviorism: (e.g., Classical and Operant Conditioning):
-These theories largely based on controlled lab experiments (often with animals) and ignore emotional factors and social values

Does not take into account human agency:
-Followers contribute and can become leaders.

22
Q

Transformational Approach

A
  • Concerned with leaders’ ability to inspire and motivate followers to achieve potential through the proposal of an aspiring vision (Bass, 1985; Burns, 1978)
  • Emphasises importance of building interpersonal relationships between leaders and followers- results in followers wanting to achieve.
  • Respect, trust and admiration group members feel makes them more motivated and inspired
23
Q

Transformational Approach

A

Leader focused on followers’ needs and input in order to transform everyone into a leader by empowering and motivating (House & Aditya, 1997).

  • Transformational leadership is change-orientated and places charisma as a central part of transformational processes (Bass, 1985; Burns, 1978).
  • Transformational leadership = charismatic leadership?
24
Q

Charismatic Leadership/ Charisma

A
  • Uses charm and influence to persuade others to help them fulfil a mandate or achieve a goal
  • Leader makes those around them believe they can achieve any goal or milestone, even in the face of adversity
  • Transformational leaders produce appearance of convincing and encouraged vision of future- considered “visionary leaders who seek to appeal to their followers better nature and movethem toward higher and more universal needs and purposes”(MacGregor, 2003)

-However rely on their personality and skil lset to move followers to action, while transformational leaders rely on the shared vision to create change

25
Q

TL components (Bass & Avolio,1990)- Idealised influence

A
  • Occurs when leaders act fairly to gain the respect and trust of subordinates
26
Q

TL components (Bass & Avolio,1990)- Inspirational motivation

A
  • Occurs when leaders rise subordinates’ awareness of a vision and thus motivate them to work towards the high expectations expected of them
27
Q

TL components (Bass & Avolio,1990)- Intellectual stimulation

A
  • Occurs when leaders challenge group members to look at old problems in a new, creative manner
28
Q

TL components (Bass & Avolio,1990)- Individualised consideration

A
  • Occurs when leaders attend to individuals’ needs within the group
29
Q

TL Research

A
  • One of the most frequently studied approaches to leadership (Day et al.,2014)
  • Meta-analytical review (Lowe, Kroeck, & Sivasubramaniam, 1996) suggesting the components of transformational leadership to be positively associated with employee satisfaction and performance
  • More recent meta-analytic review found transformational leadership positively related to performance at the team and organization levels(Wang et al., 2011
  • Transformational leadership positively predicts positive measures of well-being, and negatively predicts negative measures of well-being (i.e.,ill-being) (Arnold, 2017)
30
Q

Measurement

A

DTLI contains 27 items that form 7 subscales

  • Individual consideration
  • Inspirational motivation
  • Intellectual stimulation
  • Fostering acceptance of group goals and promoting team work
  • High performance expectations
  • Appropriate role model
  • Contingency reward.
31
Q

Critical Reflection

A
  • Transformational leaders enhance intrinsic motivation,performance and cohesion (Callow et al. 2009; Charbonneau et al.2001)
  • Does not explain what transformation is or when it works
  • Limited insight into processes which explain why a leader is able to influence, inspire and stimulate

-The “analytic focus remains firmly on the leader as an individual” (Haslam et al., 2011, p. 42) which overlooks context within which leadership takes place (Currie & Lockett, 2007)

32
Q

The New Psychology of Leadership- Social Identity Approach to leadership

A
  • Focuses on the influential and contextual process within leadership
  • Proposed that social psychological processes underpin leadership effectiveness

-Leaders influence group members through individuals’social identities

(Haslam et al., 2011; Hogg, 2001)

33
Q

Social Identity Approach to Leadership

A
  • Leaders and group members connected through sense of belonging and emotional attachment to their group (e.g., a sports team)
  • Research demonstrated social identities lay foundation for effective leadership (Haslam et al., 2011)
  • Leaders that create social identity perceived as in-group leaders more effective (Platow & van Knippenberg,2001)
34
Q

4 principles of SIL

A
  1. Leaders as in-group prototypes – represent ideals of the group
  2. Leaders as in-group champions – make decisions/act in group’s interests
  3. Leaders as entrepreneurs of identity – develop and evolve the essence (i.e., vision/values) of the group
  4. Leaders as embedders of identity – provide structure/activities for “us” to achieve our vision.

Haslam et al. (2011); Slater et al. (2014)

Individual differences and Crime (9 decks)

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