Part 6 Flashcards
Leadership that has the potential to elevate followers in the long
term, such that followers can achieve greater levels of both well-being and effectiveness themselves.
Positive Leadership
Promotion of both psychological and physical health at work
Job well-being
3 assessable aspects of affective well-being on
two orthogonal dimensions (Warr, 1987, 1990)
- Axis of pleasure or displeasure
- Axis ranging from anxiety to comfort
- Axis from depression to enthusiasm
Purpose of the 3 assessable aspects of affective well-being on
two orthogonal dimensions
Measures of affective well-being that assess anxiety, depression, psychological distress, and psychosomatic symptoms aim to detect ill health, as opposed to positive
mental health.
Measures of positive mental health, on the other hand, capture high
arousal–high pleasure states such as enthusiasm.
Pleasurable emotional state resulting from the appraisal
of your job experiences
“Passive” form of mental health because most measures of job satisfaction assess only
the degree of pleasure or displeasure derived from the job and do not include the
arousal state.
Job Satisfaction
Employees, while “happy,” may also experience little aspiration and acquiesce to job constraints.
“Resigned” job satisfaction
Types of mental health that may
persevere and represent more active states and behaviors than most traditional
indicators of well-being (Warr).
• Positive self-regard (e.g., high
self-esteem)
• Perceived competence (e.g., effective coping)
• Aspiration (e.g., goal
directedness)
• Autonomy (e.g., proactivity)
• Integrated functioning (e.g.,
balance, harmony, and internal relatedness).
4 types of behaviour of Transformational Leadership
- Idealized influence
- Inspirational
motivation - Intellectual stimulation
- Individualized consideration
Type of behaviour in Transformational Leadership which reflects behaviors that leaders enact because they choose to do
what is right, rather than what is expedient, simple, or cost-effective.
Idealized Influence
Type of behaviour in Transformational Leadership in which leaders inspire their followers to
be their very best and to greater levels than the followers themselves ever thought
possible by instilling in their employees realistic feelings of self-efficacy, feelings of what can be accomplished rather than fears of
what cannot be accomplished.
Inspirational Motivation
Type of behaviour in Transformational Leadership in which leaders no longer provide all the answers for
others.
They challenge employees to think more for themselves and to continuously question their long-held and cherished assumptions.
Intellectual Stimulation
Type of behaviour in Transformational Leadership in which leaders show their concern for their employees’ development and physical
and psychological safety.
They do this by listening, caring, empathizing, and
being compassionate, perhaps especially during the most difficult of times when
employees need them the most.
Individualized Consideration
Reflects the judgment of an individual’s ability to accomplish a certain level of performance.
Enable individuals to confront formerly fear and anxiety-provoking stimuli
Self-efficacy
Individual’s willingness to be
vulnerable to another individual.
Trust
Willingness of employees to be vulnerable to their leader.
Trust in management
Aim or purpose that
people have for working.
Meaning of work
Theory which states that an individual’s self-concept is composed of a personal
identity, which encompasses idiosyncratic characteristics, and a social identity,
which encompasses the salient groups to which an individual belongs.
Social identity theory
2 of the
salient groups to which we belong in terms of an individual’s sense of belonging in the work domain
Organization
Our occupation
Perceived oneness with an organization and the experience of the organization’s successes and failures as one’s own
Organizational identification
Sense of oneness with an occupational group
Occupational identity
The model LINKING TRANSFORMATIONAL LEADERSHIP AND WELL-BEING proposes that transformational
leadership influences well-being via four key psychological mechanisms:
- Self efficacy (i.e., belief in your ability to perform)
- Trust in management (i.e., belief in
your leader) - Meaningful work (i.e., a sense of making a valuable contribution)
- Identity with your organization and occupation (i.e., a sense of belonging to an important collective).
Work that is considered disgusting and/or
degrading and is stigmatized by society
Dirty work
Examples of dirty workers
•Physically tainted work roles (e.g., janitors, funeral directors)
• Socially tainted work roles (e.g., prison guards)
• Morally tainted work
roles (e.g., sex workers)
