Lecture 9 - leadership Flashcards
French and Raven 1962 types of power
Referent: identification and liking of leader
Expert: based on followers perception of leaders competence
Legitimate: having status or job authority
Reward: have capacity to provide rewards
Coercive: able to punish
What 4 theories under Trait-based leadership theory
The great man theory
Freud
Social identity and leadership
5 factor personality model and leadership meta-analysis
Explain The great man theory Carlyle 1907 with critiscisms
Shown throughout history that people born/ raised with certain characteristics are shaped into leaders.
Those of higher class more likley to dominate
- does not include women
- No scientific evidence
- Differing traits associated with leadership across the globe
- Stogdill 1948 leadership is about the relationship between people and leader rather than leader only
Explain freud 1937/ 1967
Leadership emerges as natural consequence of a groups ‘thirst for obedience/ dependency’
Members feel like leader loves each of them
Leader must be prototypical and then we are more likely to follow them
Social identity and leadership Hogg 2001
Prototypical leaders are more effective
Hains et al 1997 compared stereotypical, non-stereotypical, prototypical and non-prototypical leaders
Found stereotypical always more effective
Prototypical more effective when group was salient (noticeable)
5- factor personality model and leadership meta-analysis Judge et al 2002
5-factor model with which we can define one’s personality based on whether they are high or low in the factors
Extraversion highest dictator of leadership then openness then conscientiousness
Trait approach criticisms
Assumes leadership traits are effective across all situations or tasks
Does not consider shared leadership
Small effect sizes link personality traits and leadership
A lot of the studies tell us what people view as good leadership, but not if they are actually effective in leadership (Kaiser et al 2008)
3 theories under situational style leadership theory and summary
2 elements of leadershipL task behaviour and relationship behaviour
Lippitt and white 1943
Blake and moutons managerial grid 1985
Situational leadership model blanchard et al 1985
Lippitt and white 1943
3 types of leadership, decides whether they put higher emphasis on task or relationship
1- Autocratic: focus exclusively on task
2- Democratic: called for suggestions and discussed plans with members
3- Laissez-faire: left group to own decisions and gave minimal intervention
Blake and Moutons managerial grid 1985
81 different types of leaders measured on axis from 1-9
1) authority compliance: foucs on task completion and giving instruction
2) Team management: high concern for people’s happiness and high production (both high)
3) Middle of the road: adequate of both (both adequete)
4) Impoverished management: minimum effort for task and minimum concern for people
5) Country club management: focus more on people’s welfare and happiness more.
Cho et al 2018 in SKorea, does principals leadership style in priv tuition centre influence students academic achievement.
Authority compliance and team management most effective. However results differed when family factors were included.
Situational leadership model Blanchard et al 1985
Adapt based on ability and willingness of followers.
Use axis to find which style to use based on level of development and whether they want more instruction or delegating of tasks
Contingency theory of leadership theories and summary
Leader should be adaptive to task and take into account people and difficulty of task
Fiedler’s contingency theory of leadership 1960
Fiedler’s contingency theory of leadership 1960
Leader should adapt based on situation regardless of their level of control of whether or not it is a predicatble situation.
Measure this using least-preferred co-worker scale.
Those who give low ratings indicate task orientation. High indicates human relation orientated leadership.
People give low scores as they were unable to be productive.
Use contingency model to decide between task-orientated or relationship orientated by using leader- member relations, task structure then position of power.
Childs et al 2022 small retail businesses in the USA during Covid
12 businesses interviewed, found contingent based leadership emerged with more emphasis on employee morale
Contingency theory critiscisms
+ supported by empirical research (Strube and Garcia 1981)
Provides assessment of leader style which could be helpful for organisations
- Some doubt as to if this is a true measure
No explanation of middle LPC
Assumes leader-member relations are more important than task structure
Transactional leadership theory and summary
Leader sets goals and expectations
Rewards and punishment systems.
Leader should conform to group norms and identify with their goals and ideas
Have competence to fulfil objectives
Leader should be appointed democratically
Leader member exchange theory Graen and Uhl-bien 1991
Leader member exchange theory Graen and Uhl-bien 1991
Continuum of quality of exchange relationships (incl respect trust and liking) between leader and follower.
High LMX= IN group (effort in loyalty, followers have more control, exchange goes beyond ‘contract’)
Low LMX = OUT group (followers do not exceed expectations, leaders less likely to provide additional benefits)
Criticisms:
- Leaders and followers who share similar values are more likely to have greater exchange
- Focus on a two way relationship between follower and leader, no mention of whole group
- People may not like how there is varying levels of exchange and want equality
Transformational leadership theories and summary
Focus on what leaders can do to push and go beyond rather than what they can benefit from followers and vice versa
Transformational leaders
Charismatic leadership house 1976
Transformational leaders
Traits which ensure successful relationships and productivity in a company:
Charisma, inspiration (high expectation), intellectual stimulation, individualised consideration
Charismatic leadership House 1976
Charisma advocated a vision
Does not confide to norms, indicating strong confidence
Make sacrifices and risks to support their vision.
