Leadership theories Flashcards
Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development of a multidimensional measure and multi-level assessment. The Leadership Quarterly, 19(2), 161–177. https://doi.org/10.1016/j.leaqua.2008.01.006
Liden et al 2008
Servant leadership measure development
Servant leadership based on premise of developing followers, leaders assist followers to develop though providing feedback
Focus on integrity and long term relationships
Extends interest of stake holders to include community and society
Hope to transform followers to also be servant leaders
7 distinct dimensions of servant leadership developed- relationships (not in final 7), creating value for community, empowering, helping subordinated grow and succeed, behave ethically, conceptual skills, putting subordinates first, emotional healing, servanthood (not in final 7)
Then validated measure
Worked to address individual and group level outcomes
Develop culture of serving others. Increasing community engagement
Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315–338. https://doi.org/10.1016/j.leaqua.2005.03.001
(Avolio and Gardner, 2005)
intro to special issue
Authenticity - Rogers and Maslow, development to self-actualized person
- acting in accordance with true self, expressing self in ways that are consistent with inner thoughts/feelings
- self-referential, meaning is reflected appraisal of others
- best understood on a continuum
Those who are deeply aware of how they think and behave are perceived by others as being aware of their values perspectives, strengths, knowledge, and are confident resilient, optimistic
Authentic leaders are 1) true to themselves, not conforming to others, 2) motivated by personal convictions, rather than status, 3) originals not copies, lead from their point of view, 4) based on personal values and convictions
Content of values or convictions can differ
Components of authentic leadership:
Positive psychological capital- confidence, hope resiliency Positive moral perspective- ethical transparent decision-making Leader self-awareness Values Cognitions Emotions Leader self-regulation- align values with intentions and actions Internalized Balanced processing Relational transparency Authentic behavior Leadership processes/behaviors Positive modeling Personal and social identification Emotional contagion Supporting self-determination Positive social exchanges Follower self-awareness Values Cognitions Emotions Follower self-regulation Internalized Balanced processing Relational transparency Authentic behavior Follower development Organizational context Uncertainty Inclusion Ethical Positive, strengths-based Performance Veritable Sustained Beyond expectations
Authentic leadership differs from servant in the explicit recognition of the mediating role of follower self-awareness and regulation
Servant leadership largely not grounded in theory, authentic leadership in positive psychology
(McKibben et al., 2017)
McKibben, W. B., Umstead, L. K., & Borders, L. D. (2017). Identifying Dynamics of Counseling Leadership: A Content Analysis Study. Journal of Counseling & Development, 95(2), 192–202. https://doi.org/10.1002/jcad.12131
Content analysis of counseling leadership
Leadership definition : actions taken by counselors that contribute to their capacity to serve others in.
Counseling leader ship has been influenced by transformational leadership and servant leadership theories
Authors argue that counseling needs its own unique leadership theory or outlook
The leadership values and qualities category described the construct of leadership dynamics rather than leader qualities or skills. The second category, personal and interpersonal qualities, detailed intrinsic abilities that a leader brings to leadership endeavors. In contrast, the final category, interpersonal skills, referred to concrete skills that leaders apply in interactions with others.
1. Values and qualities: professional identity, modeling, mentorship, social justice and advocacy, vision, service, deal with difficulty and setbacks, leadership specific cognitive complexity, high standards for self and others, passion, sense of humor, creativity and innovation, wellness (includes spirituality),
2. Personal and interpersonal qualities: intrinsic motivation, authenticity (includes self awareness), humility, intentionality, dependability, Leader ship development catalyst: five sub- themes historical influences, early/family influences, early education, college, and early work experience. Openness
3. Interpersonal skills: interpersonal influence (empowerment, collaboration, positive reinforcement, consensus building), assertiveness, role competence (in several roles counselor advocacy etc), administrative skills
Themes aligned with transformational leadership and servant leadership
Authenticity seems important in counseling leadership, aligns with values
(Walumbwa et al., 2008)
Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic Leadership: Development and Validation of a Theory-Based Measure†. Journal of Management, 34(1), 89–126. https://doi.org/10.1177/0149206307308913
development of authentic leadership measure
theory based measure of authentic leadership, cross-cultural
Authentic Leadership Questionnaire
multidimensional understanding of AL, in response to leadership scandals
authentic approach to leadership is a positive approach to leading, personal benefits, encourages followers to engage authentically and positive impacts on positive performance.
98% of leadership theory emanates from US
authenticity- owning one’s thoughts/feelings, knowing oneself, positive psychology foundations
Authentic Leadership definition- several different definitions, self-awareness, unbiased processing, authentic behaviors, authentic relational orientation
Gardner, Avolio, and colleauges model definitionused in the ALQ: regulation, balanced processing of information, relational transparency, and authentic behavior; also includes internalized moral perspective, developmental approach to leaders and followers
History- conceptually young, but with long hx of philisophical underpinnings (Rogers and Heidigger), disagreement that AL is ethically neutral (can narcissist be and AL?)
“define authentic leadership as a pattern of leader behavior that draws upon and promotes both positive psychological capacities and a positive ethical climate, to foster greater self-awareness, an internalized moral perspective, balanced processing of information, and relational transparency on the part of leaders working with followers, fostering positive self-development.”
ALQ used 4 component: self-awareness, relational transparency, balanced processing of information, internalized moral perspective
16 items refined over 2 studies
(Russell & Gregory Stone, 2002)
Russell, R. F., & Gregory Stone, A. (2002). A review of servant leadership attributes: Developing a practical model. Leadership & Organization Development Journal, 23(3), 145–157. https://doi.org/10.1108/01437730210424
Develop theoretical framework
Lacks empirical support, philosophical basis
Power at core of leadership but has only one legitimate use, service
Spears 10 characteristic of sl
1 listening; 2 empathy; 3 healing; 4 awareness; 5 persuasion; 6 conceptualization; 7 foresight; 8 stewardship; 9 commitment to the growth of people; and 10 building community
Functional attributes identified in review:
1 listening; 2 empathy; 3 healing; 4 awareness; 5 persuasion; 6 conceptualization; 7 foresight;
8 stewardship; 9 commitment to the growth of people; and 10 building community.
Vision- foresight, sense for unknowable
Honesty /integrity- truth telling, promise keeping, fairness
Credibility- confidence, competence
Trust- root of good leadership, willingness to be vulnerable to another
Competence - leads to trust, well qualified, have needed skills
Service- motivation for leadership, moral imperative
Stewardship- managing affairs of another, all members of org are stewards, empowerment
Modeling- personal example, attract followers to servant leadership
Visibility- challenge the process, pioneers, take risks, make change need actions of leader to be visible, referent power from strong interpersonal relationships
Pioneering- create new paths, have strong values, courage
Influence- reciprocal relationship with group, persuasion, inspiration, consultation
Persuasion- differs from coercion or manipulation, share wisdom and develop others, consensus builders
Appreciation of other- want to see others succeed, inspire hope, being a resource to people
Listening- active listening, great communicators are great listeners
Encouragement- commitment to growth of others, empowerment
Empowerment- teamwork, reflects values, pull rather than push people along
Teaching- develop talents, teaching principles and values
Delegation- nurtures participatory leadership, share responsibility
(Gardner et al., 2005)
Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. (2005). “Can you see the real me?” A self-based model of authentic leader and follower development. The Leadership Quarterly, 16(3), 343–372. https://doi.org/10.1016/j.leaqua.2005.03.003
development model for AL both leader and followership development
Model includes:
antecedents: personal history and trigger events
Leadership: developed by self-awareness (of values, identity, emotions, motives/goals) and then leads to self-regulation (internalized, balanced processing, relational transparency, and authentic bhx)
Is transmitted by positive modeling to develop followership in the same areas of self-awareness and self-regulation
This is mediated by organizational climate that is inclusive, ethical, caring, and strengths-based
Outcomes include follower trust, engagement, workplace well-being and sustainable and veritable performance
