W6 - Leadership Flashcards
Judge et. al 2004:
Does intelligence predict leadership?
Weak correlation between intelligence and leadership
Antonakis, House, and Simonton (2017):
Studied intelligence and leadership
What do extremely intelligent leaders struggle with?
There is an optimal level of intelligence for leadership effectiveness.
This is because extremely intelligent leaders may struggle to communicate effectively or relate to followers who operate at a lower cognitive level, creating barriers to understanding and connection.
This highlights the importance of balance in cognitive ability for leadership success.
How good do traits predict leadership?
Traits predict strongly.
Predicts stronger for affective/relational outcomes (emotional & interpersonal aspects) compared to performance outcomes
Which trait is strongest in predicting leadership?
Extraversion
Leadership Theories
House’s Path-Goal Theory
Participative Leadership
Transactional and Transformational
Ethical Leadership
Servant Leadership
Leader-member Exchange
What is Path-Goal theory of leadership?
Leaders can motivate their followers to achieve goals by aligning leadership styles with followers’ needs and work situations.
By clarifying the path to goals and removing obstacles.
Transactional leadership
Exchanging rewards with performance
Transformational leadership
Leaders inspire and motivate their followers to exceed expectations, and creates an environment that fosters personal and professional growth
What are the 2 behavioural perspectives of leadership?
- Consideration
Predicts affective reactions more strongly - Initiation of Structure
Predicts performance more strongly
Leadership Training Design, Delivery, and Implementation: A Meta-analysis
Examines whether leaders are trained (made) or born.
Leadership training does lead to improvements in various outcomes, including reactions, learning, and organisational results like turnover and profit.
Training also boosts subordinate outcomes, such as job satisfaction.
Leadership Training Design, Delivery, and Implementation: A Meta-analysis
Does a needs analysis benefit training?
Needs analysis enhances training effectiveness by identifying what specific skills or areas need improvement.
Leadership Training Design, Delivery, and Implementation: A Meta-analysis
Are voluntary programs more effective than mandatory?
Voluntary programs increase transfer of learning because participants are more motivated.
But they can lower overall organisational results since fewer people attend.
Leadership Training Design, Delivery, and Implementation: A Meta-analysis
Are temporally spaced sessions more effective than massed training sessions?
Spacing does not affect learning, but spaced training is better for transfer and results downstream.
Leadership Training Design, Delivery, and Implementation: A Meta-analysis
Are training programmes more effective for low-level or high-level leaders?
Both benefit in terms of results
Leadership Training Design, Delivery, and Implementation: A Meta-analysis
Are self-administered programmes less/more effective than those administered by the organisation or outside the organisation?
All are effective but self-administered programmes are less effective
Leadership Training Design, Delivery, and Implementation: A Meta-analysis
Is there a difference between training on-site or off-site?
Both work but larger effects for on-site training (perhaps more people attend).
Leadership Training Design, Delivery, and Implementation: A Meta-analysis
Is face-to-face / virtual training better?
Face-to-face is better for transfer of learning but no difference for learning.
Leadership Training Design, Delivery, and Implementation: A Meta-analysis
Are hard skills (eg. data analysis, monitoring budgets) or soft skills (eg. interpersonal competencies) more easily trained?
Hard skills are learned and transferred more easily but soft skills affect subordinate and organisational outcomes more.
Leadership Training Design, Delivery, and Implementation: A Meta-analysis
Is multi-source feedback better than single-source feedback?
Evidence is unclear.
The idea behind multi-source feedback and leader development is that it increases self-awareness and development.
Leadership Training Design, Delivery, and Implementation: A Meta-analysis
Has training effectiveness increased over time?
Not on learning but on results - we have improved on how to train leaders over time
Inconsistent Video Update (Kray, Kennedy, & Lee 2024):
Which gender is more likely to negotiate pay?
For decades, propensity to negotiate for pay between genders were thought to be able to explain the gender pay gap.
Women were shown to more likely to negotiate pay compared to men –> Neutral propensity between genders.
Inconsistent Video Update (Kray, Kennedy, & Lee 2024):
Gender differences in propensity to negotiate rates?
Propensity to negotiate rates rose for both genders, but at a higher rate for women.
Think about societal perspectives and the nature of work
What are the barriers to women leadership?
- Work-family issues
Women have more domestic responsibilities - Discrimination & Prejudice
Women are provided fewer opportunities - Leader stereotypes
Women are more communal vs. Men are more agentic - Organisational barriers
Leadership roles demand long hours and relocations.
Masculine organisational culture (workplace environment unfriendly to women).
Barriers to building social capital (Exclusive networks like “Old Men’s Network” concentrate opportunities & power among men).
Challenges of obtaining desirable assignments (for securing of high visibility roles essential for career advancement).
Are there gender differences in leadership aspirations?
Men have slightly higher aspirations, and this gender difference hasn’t narrowed over time.
What is the relationship between an organisation’s work-life initiatives and women’s aspirations?
work-life balance
Women are more likely to aspire to have leadership roles if there are work-life initiatives in place.
Are men or women more likely to emerge as leaders?
Men are more likely to emerge as leaders, with the difference decreasing over time.
Reasons:
- Men are more agentic
- Women are more communal
- Men participate in discussions more, and more participation = likely to emerge
Passive leadership? Transformational?
Do men and women lead (behave) differently?
Men are more likely to emphasise mistakes & failures, and wait until the problem is severe before intervening + more likely to shirk responsibility before managing.
Men are higher on passive leadership
Women are more transformational, more transactional in providing rewards, and more likely to mentor & develop followers.
Women are significantly higher on contingent reward and task-orientation.
Which leadership style is most effective?
Transformational
Self vs Other-ratings
How do men and women rate themselves in terms of effectiveness as a leader?
Overall, men and women do not differ in perceived leader effectiveness.
However, depending on who you ask:
- Self-ratings: Men rate themselves more effective
- Other-ratings: Women are rated more effectively
How are men and women perceived in terms of leader effectiveness in male-dominated organisations?
Men are perceived as more effective.
How are men and women perceived in terms of leader effectiveness with regards to the role they play at work?
Women are perceived as more effective in middle-management roles (roles focused on communication, collaboration & teambuilding).
No difference observed for low and upper-management roles.
Does female representation on corporate boards affect firm financial performance?
Evidence is mixed. No positive effects observed.
