Lecture 8 - Leadership Flashcards
Evolution and leadership
Evolution and leadership
The Concept of Leadership
Conceptual Distinctions
Leadership effectiveness
vs.
Leader emergence
Research indicates that emotional stability, extraversion, openness, & conscientiousness “+” correlated with leader emergence
Problem of Defining Leadership Outcomes
Leadership has been variously credited with many different achievements
Problem in choosing which outcome to examine & which time frame to consider
There is typically lag time between actions by a leader & outcomes of those actions
Traditional Theories of Leadership
“Great Man” theories
- Life of respected leader examined for clues leading to his/her greatness
- Often focused on a galvanizing experience or admirable trait
- Tend to be of little value from the perspective of I-O psychology
Trait Approach
Prevalent in 1920s & 1930s
Attempted to show that leaders possess certain characteristics that non-leaders do not
No consistent relationships between traits & leader effectiveness were found
mcclelland
Need for Power (n-pow): What is Power? Power is the ability to induce or influence the behavior of others. The people with high power needs seek high-level positions in the organization, so as to exercise influence and control over others. Generally, they are outspoken, forceful, demanding, practical/realistic-not sentimental, and like to get involved in the conversations.
Need for Affiliation (n-affil): People with high need for affiliation derives pleasure from being loved by all and tend to avoid the pain of being rejected. Since, the human beings are social animals, they like to interact and be with others where they feel, people accept them. Thus, people with these needs like to maintain the pleasant social relationships, enjoy the sense of intimacy and like to help and console others at the time of trouble.
Need for Achievement (n-ach): McClelland found that some people have an intense desire to achieve. He has identified the following characteristics of high achievers:
“Power” Approach
Examines types of power wielded by leaders Reward power Coercive power Legitimate power Referent power Expert power Very practical in orientation
Behavioral Approach Ohio State University studies
Behavioral approach Focused on kinds of behavior engaged in by people in leadership roles 2 major types of behavior Consideration Initiating structure
Behavioral Approach University of Michigan studies
Focused more on dynamics of how leaders & groups interacted Task-oriented behavior Similar to initiating structure Relations-oriented behavior Similar to consideration Participative behavior
Contingency Approach
Proposed to take into account the role of the situation in the exercise of leadership
Consequences of Participation: Vroom-Yetton Model
- Assumes that one of most important duties of leader is to make decisions
- Suggests way to choose a decision-making strategy
- Implication that group decision-making is not always appropriate
Module 12.3:New Approaches to Leadership
Leader-member exchange (LMX) theory
Transformational Leadership (Burns)
Behavior of inspirational political leaders who transform followers by appealing to nobler motives (MLK Jr. & Gandhi)
4 general strategies
Inspirational motivation
Idealized influence
The Charismatic Leader
Charisma
Personal attribute of a leader that hypnotizes followers and compels them to identify with and attempt to emulate the leader
Followers are emotionally attached to leader, never question leader’s beliefs or actions, & see themselves as integral to accomplishment of leader’s goal
Acquire some power from situation
Charismatic style may work to keep followers weak
Charismatic Leadership Theory
Approach with many different versions of the
notion that charisma is related to leadership; (1) in a crisis situation
(2) certain leader behaviors (use of innovative strategies) contribute to a charismatic aura
Male & Female Leaders: Are They Different?
Considerable disagreement among researchers
Women tend to prefer democratic & participative styles; men favor autocratic styles
Men tend to be more assertive; women more extraverted
Women substantially more tender-minded
Effect of male- or female-dominated industries on leadership styles
More research is necessary on gender & leadership
reward power
ability of leader to dispense rewards
coercive power
ability of leader to dispense punishments
legitimate power
he right to influence subordinates
referent power
the identification of a subordinate with a leader
expert power
knowledge or expertise
ohio study:consideration
behaviour indicating mutual trust respect and warmth between leader and subordinates
initiating structure
behavior in which supervisor defines and organizes group ativity
difference in michigan study:
participative behavior (allowing subordinates more participation in decision making and ecouraging two way communication is keay for team effectiveness
maturity theory (hersey &blanchard)
success of leader depends on subordinate`s maturity
job maturity
job related ability, skill and knowledge
psychological maturity
self confidence and respect of the subordinate
house et al. path-goal theory
leaders responsibilty is showing the path to the valued goals
vroom-yetton model:
autocratic decision is inap.
- subordinates possess relevant info lacked by the leader
- subo. are likely to disagree among themselves
- decision-acceptance is critical
- subo. are unlikely to accept
reward power
The potential of a supervisor to dispense valued rewards
Coercive power.
The potential of a supervisor to dispense punishments
Legitimate power
The “right” of a supervisor to influence a subordinate and the
obligation of the subordinate to accept that influence
Referent power
The identification of the subordinate with the supervisor; the desire of the subordinate to be like and act like the supervisor; the power of
example
Expert power
The knowledge or expertise that a supervisor has in a special area
