Week 11 - Leadership Flashcards
Manager
- Upholds the status quo
- Reactive
- Managers promote stability.
- Managers implement the vision and strategy provided by leaders.
- Managers also coordinate staff and handle day-to-day problems.
Leader
- New approaches to problems
- Proactive
- Leaders press for change
- Leaders establish direction by developing a vision for the future and inspiring workers to overcome hurdles.
Footsteps and Shadows
Leader uses position to guide and develop followers in the right direction
Leader uses position to satisfy own needs leaving followers in the “dark”
What is leadership
The influence that particular individualsexert on the goal achievement of others in an organizational context.
Effective leadership exerts influence in a way that achieves organizational goals by enhancing the productivity, innovation, satisfaction, and commitment of the workforce.
What is leadership (continued)
Leadership is intention
Leadership needs people/follower
Leadership is about using power
Leadership needs an aim
Leadership theories
Trait theories
Behavioral theories
Situational/Contingency Theories
Transformational/Transactional Leadership
Trait theories
- Characteristics; leaders are born
* Personality traits, social traits, physical characteristics
Behavioral theories
- Actions; leaders are made
- Initiating structure & consideration
- Examples: Ohio Studies, Michigan Studies
Situational/Contingency Theories
- Conditions affect leadership
- House’s Path-Goal Theory
- Examples: Feidler’sContingency Theory, Hersey & Blanchard’s SLT
Transformational/Transactional Leadership:
•Leading with vision
Emerging theories
•Authentic, Ethical, Servant, Empowering.
Are leaders born? The trait theory of leadership?
➢Leadership depends on the personal qualities or traits of the leader.
➢Based on the assumption that those who become leaders and do a good job of it possess a special set of traits that distinguish them from the masses of followers.
Leadership Traits
➢“Big Five” dimensions of personality are related to leadership emergence and success.
➢Extraversion and conscientiousness most consistent predictors of leadership effectiveness.
"Personality Trait" -- Variance% Neroticism -- 6% Extraversion -- 10% Openness -- 6% Agreeableness -- 1% Conscientiosness -- 8% Total Variance -- 23%
Limitations of the trait approach
It is difficult to determine whether traits make the leader or whether the opportunity for leadership produces the traits.
➢Traits don’t:
Tell us what leaders do to influence others successfully.
Take in to account the situationin which leadership occurs.
Lead to successfulleadership.
Avoid discrimination when evaluating leader effectiveness and making promoting decisions
Leader behaviourshave a greater impact on leadership effectiveness than leader traits.
Transactional Leadership
➢Managing based on an exchange relationship with employees.
➢Leaders clarify the link between employee goals and performance.
How is this connected to transformational leadership?
Transformational Leadership
1) Increase subordinates’ awareness of the importance of tasks and performing well;
2) Make aware of their needs for personal growth, development, and accomplishment;
3) Motivate their subordinates to work for the good of the organization rather than exclusively for their own personal gain or benefit
What are the four dimensions of Transformational leadership?
Idealized Influence
Individualized Consideration
Inspirational motivation
Intellectual Stimulation
Idealized Influence
Based largely on referent power, provides role model
Desire to identify with (be like) the leader
Individualized Consideration
Caring about individual needs
Shows concern for others/empathy
Inspirational Motivation
Ability to articulate a vision that is appealing to others
Create intrinsic motivation
Intellectual Stimulation
Challenging assumptions, taking risks, and nurturing creativity and independent thinking
Transformational Leadership: Research
The most consistent predictor of effective leadership.
Research indicates CEO transformational leadership is positively related to firm performance.
Effective during times of change and for obtaining employees’ commitment to change.
Why are transformational leaders so effective?
—Transformational leaders are instrumental in developing high-quality leader and member (follower) relationships, identification with one’s work unit, self-efficacy, and person-organization value congruence.
Overall, the best leaders are both transformational and transactional.
Contingency or situational Leadership Theories
There is not single best practice or style
Stresses the importance of considering the context when examining leadership
Fiedler Contingency Model - effectiveness of leadship is based on how favorable the situation is (are you working with an engaged person or unengaged person)
Hersey and Blanchard’s Situational Theory - Task and the relationship play a role
House’s Path-Goal Theory
Leader-member exchange theory
House’s Path Goal Theory
A leader’s job is to help employees achieve their work goalsand in so doing achieve organizational goals.
Refer’sback to goal setting theory!
A leader should:
Determine the outcomes (goals) employees want
Make these desired outcomes contingent on performance
Inform employees of required performance to receive outcomes
- -Clarify path required to achieve goal
- -Remove barriers that could impede performance
Care about the employees and their goals too
Path-Goal Styles
Directive
Supportive
Participative
Achievement oriented
Directive
Informs subordinates of expectations, gives guidance, shows how to do tasks (when individuals have difficulty doing tasks; tasks are ambiguous and ill-structured)
Supportive
Friendly and approachable, shows concern for status, well-being and needs of subordinates (when individuals are under stress or otherwise show that they need to be supported; for dissatisfying/frustrating/routine tasks)
Participative
Consults with subordinates, solicits suggestions, takes suggestions into consideration (when individuals need to buy into decisions; non-routine; high level employees)
Achievement Oriented
Sets challenging goals, expects subordinates to perform at highest level, continuously seeks improvement in performance, has confidence in employees (when individuals like challenges
Leaders need to…
1.Assess their followers’ needs
•Requires perspective-taking and empathy
2.Assess their followers attributes
•Requires knowledge of requirements
3.Assess the context
•Requires expertise and information, political skill doesn’t hurt!
4.Use appropriate behaviors to guide followers to actions that lead to need satisfaction
•Establish effort-performance-reward link
Things to keep in mind when leading!
Leadership is very flexible process that requires adapting to the consistently shifting emotions and actions of your employees!
Emerging Theories of Leadership
Empowering
Servant
Ethical
Authentic
Four parts of Authentic Leadership
Self Awareness
Relational Transparency
Balanced processing
Internalized moral perspective
Self Awareness
Understanding of strengths and weaknesses and awareness of impact
Relational Transparency
Presenting true authentic self to others and sharing of information/ thoughts/feelings
Balanced Processing
Objective analysis of relevant information before making decisions
Internalized moral perspective
Internal moral standards and values guide behaviour and decision making
Authentic Leadership (Continued)
Team leader authenticity has also been found to be related to
team members’ authenticity which was related to higher quality
teamwork behaviour and team productivity.
Empowering Leaderships
Implementing conditions that enable power to be shared with employees
Empowering leaders value participation and autonomy in decision making
Provide participation and autonomy in decision making to followers
Psychological empowerment
Meaning,
Competence,
Self determination, and
Impact
Structural Empowerment
Resources,
Support,
Information, and
Opportunity
Servant Leadership
Going beyond self interests and having a genuine concern to serve others and a motivation
to lead
A servant leader is somebody who wants to serve first and lead second.
What are the six characteristics of servant leaders
Empowering and developing people Humility Authenticity Interpersonal acceptance Providing direction Stewardship
Aboriginal Leadership as a ype of servant leadership
see slide 34 or pic
Ethical Leadership Behaviours
Modeled on normative behaviour
Set & follow ethical standards
Bear onus of rewarding & disciplining others for adherence
Consider the ethical consequences of decisions
Care about others
Seek to do the right thing personally and professionally
What does an Ethical Leader’s behaviour lead to?
Demonstration or proper conduct:
•Personal actions
•Interpersonal
relationships
Promotion of conduct:
•Using two way communication,
•Reinforcement,
•Decision making
What are the positive and Behavioural effects of Ethical Leadership?
Significant influence on the ethical culture of an organization
Immediate supervisors have greatest effect
Positive Effects:
• Job performance
• Fewer counterproductive behaviours
• Perceptions of:
Honesty
Fairness
Effectiveness
Behavioural effects: •Extra effort (Related to direct supervisor) •Citizenship behaviours •Report problems to management
Ethical Leader Values
Integrity Altruism Humility Empathy & Healing Personal Growth Authenticity Empowerment Fairness and Justice
Why are values important to Ethical leaders?
- Woven into the inner life of leaders
- Shape the way leaders see and behave
- Operate ifdependently of the situation
- Help leaders live better lives
Followers of Emerging Leaders have higher:
Organizational commitment Job satisfaction Satisfaction with their supervisor Organizational citizenship behaviour Work engagement Ethical and pro social behaviours
Take away 1
Leaders are guided by their
values which inform their
behaviours
Take away 2
Followers learn through seeing
their leaders make decisions and
take action
Dark Side of Leadership
Pseudo-Transformational
Abusive
Unethical
Unethical Leadership
‘‘behaviors conducted and decisions made by organizational leaders that are illegal and/or violate moral standards, and those that impose processes and structures that promote unethical conduct by followers.’’ (Brown and Mitchell, 2010, p.
Unethical Leader’s Typical Vice
Self serving Deception, Lies, & Cheating Hypocrisy Arrogance Lack of social inhibition High Self-Monitoring Malevolence Masked intentions
Pseudo Transformational Leadership
Self centered & they manipulate followers for their own goals
Idealized Influence
Individualized Consideration
Inspirational Motivation
Intellectual Stimulation
Idealized Influence
Very self
interested & desire
to be idolized
Not well respected
Indicidualized Consideration
Caring about own needs primarily, and value followers if there is a direct benefit
Shows fleeting
interest in
followers’ needs
Inspirational Motivation
Able to articulate
a vision that is
appealing to
others
Create intrinsic
motivation
Intellectual Stimulation
Discourage/ censor followers from engaging in independent thought & action
Abusive Leadership
“The sustained display of hostile and nonverbal behaviors, excluding
physical contact” ( Tepper , 2000, p.
- Lasts as long as employment relationship
- Rooted in power dynamic
Why would leaders engage in such behavior?
Cyclic one supervisors that were abused, abuse “chip off the old block”
- Leader’s experience of injustice
- Target those that are: Weak, vulnerable, unable/willing to defend themselves
Take Away 3
Unethical leaders can be
motivated by self interest
Take Away 4
Unethical leaders don’t always
appear to be such
