Lecture 9 - leadership

Question 1

French and Raven 1962 types of power

Answer 1

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

Question 2

What 4 theories under Trait-based leadership theory

Answer 2

The great man theory
Freud
Social identity and leadership
5 factor personality model and leadership meta-analysis

Question 3

Explain The great man theory Carlyle 1907 with critiscisms

Answer 3

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

Question 4

Explain freud 1937/ 1967

Answer 4

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

Question 5

Social identity and leadership Hogg 2001

Answer 5

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)

Question 6

5- factor personality model and leadership meta-analysis Judge et al 2002

Answer 6

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

Question 7

Trait approach criticisms

Answer 7

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)

Question 8

3 theories under situational style leadership theory and summary

Answer 8

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

Question 9

Lippitt and white 1943

Answer 9

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

Question 10

Blake and Moutons managerial grid 1985

Answer 10

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.

Question 11

Situational leadership model Blanchard et al 1985

Answer 11

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

Question 12

Contingency theory of leadership theories and summary

Answer 12

Leader should be adaptive to task and take into account people and difficulty of task

Fiedler’s contingency theory of leadership 1960

Question 13

Fiedler’s contingency theory of leadership 1960

Answer 13

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

Question 14

Contingency theory critiscisms

Answer 14

+ 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

Question 15

Transactional leadership theory and summary

Answer 15

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

Question 16

Leader member exchange theory Graen and Uhl-bien 1991

Answer 16

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

Question 17

Transformational leadership theories and summary

Answer 17

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

Question 18

Transformational leaders

Answer 18

Traits which ensure successful relationships and productivity in a company:
Charisma, inspiration (high expectation), intellectual stimulation, individualised consideration

Question 19

Charismatic leadership House 1976

Answer 19

Charisma advocated a vision

Does not confide to norms, indicating strong confidence

Make sacrifices and risks to support their vision.