Topic 4 - Leadership Flashcards
What is trait theory
Leaders possess certain characteristics that non-leaders don’t.
Trait theory implications
Trait theory pays little attention to followers. An important assumption is the separation of people into leaders and followers comes from innate differences in personality traits. i.e. some people are more suited to lead than others.
Much psychological research has focused on leader traits. Leaders are viewed as superior to followers on a wide range of desirable personality characteristics and abilities. Leaders described as more intelligent, socially skilled, mature, hardworking etc. than followers. Although, the literature is not able to agree on the traits of a leader and there are many contradicting findings.
This way of describing leadership traits tends to legitimate the position of the leader by emphasising their superiority and fitness to lead. Reinforces the idea that some people are meant to be in a position of power over others and suggest social inequity is part of the natural order of things. Trait theories tend to implicitly support the status quo by defining leader/follower relationship as occurring between a naturally superior leader and an inferior follower.
If leaders view themselves as being superior, or the difference in power is perceived by the follower, animosity and resistance may occur.
Trait theory has the assumption followers do not possess the abilities or personality characteristics to lead. Their is no way they can improve themselves.
Trait theory does not explain how someone can be both a leader and a follower (i.e. middle managers).
Behavioural theories
Behavioural theories focus on leader behaviours which are assumed to be teachable and which can be learnt by people in leadership positions.
The approach to leader/follower relations is more egalitarian than trait approaches as it does not assume leaders are innately superior to followers.
Main difference is leaders position ignore which means leaders are expected to have different behaviour to followers.
Behavioural approaches explain organisational hierarchies as people are able to be both leaders and followers. i.e. middle managers
Ohio State University Studies identified two dimensions of leadership behaviour - initiating behaviour (leader organises and defines group activities and his or her relationship to the group) or consideration behaviour (includes behaviour indicating mutual trust, respect, and a certain warmth and rapport between supervisor and group).
Michigan University study included task-oriented behaviour (initiating structure), relations-oriented behaviour (consideration), and participative behaviour (allows subordinates more participation in decision making and encourages two-way communication).
Charismatic/transformational theories
Transformational leadership is the interplay between followers and leaders in which each raises the other to higher levels of ethics, morality and motivation. Leaders persuade followers they can make a difference.
Charismatic leadership is a personal magnetism, compelling charm, or attractiveness that inspires admiration and compliance from others. A personal attribute of a leader that almost hypnotises followers and compels them to identify with and emulate the leader.
Followers are attached emotionally to the leader and often never questions their leaders beliefs or actions.
Weber says charismatic leaders help followers to redirect their efforts to have a more enduring or moral purpose.
The close emotional attachment between leader and follower can be good or bad. It can be used for destructive purposes or for good purposes. Weber says charismatic leadership operates through the leader/follower relationship, not traditional power bases.
The leader/follower relationship is about persuasion. This can lead to leaders abusing their org goals and focusing on self-centred goals rather than organisational goals.
