Week 14, Leadership, Slides Flashcards
1
Q
Leadership
A
- The study of Leadership is the investigation of how one individual (labeled a leader) influences a second individual, or group of individuals (Yukl & Van Fleet, 1992).
- “There are almost as many definitions of leadership as there are persons who have attempted to define the concept” (Bass, 1990)
- “Literally thousands of empirical investigations of leaders have been conducted in the last seventy-five years alone, but no clear and unequivocal understanding exists as to what distinguishes leaders from nonleaders, and perhaps more important, what distinguishes effective leaders from ineffective leaders.” (Bennis and Nanus, 1985)
2
Q
The past 40 years
A
- Considerable strides in our understanding of leadership
- First focused on inherited traits and abilities
- Then the shift moved towards the situation determining the type of leadership we would employ
- Finally the perceptions of the followers seemed to be the driving force
3
Q
Traits
A
- Early researchers formulated the great person theory
- Leaders possess key traits that make them different from other people. The key elements are:
** distinguishing traits
** traits are stable over time
** generalizes across groups
** some traits increase the likelihood of success as leader - Galton (1869) - naturally endowed, passed from generation to generation
4
Q
e.g. Recent Trait Emphasis…
A
- Adaptability
- Effective change of behavior in response to an altered situation.
- Adaptability requires individuals to seek out problems and develop solutions
- Identified as a requirement for leaders to achieve
organizational goals (Pulakos et al. 2000) - Pulakos identified 7 dimensions
5
Q
Dimensions of Adaptability
A
- Emergency or Crisis Situations
- Work Stress
- Problem Solving
- Unpredictable work situations
- Learning new Technology & Procedures
- Interpersonal Adaptability
- Cultural Adaptability
6
Q
Behavior
A
- Couldn’t pin down traits, so re-conceptualized the research question
- Examined what leaders did (focus on their behaviors)
- They moved the focus from leaders to leadership
- Patterns of behavior were grouped and labeled as
“styles”
Initiating Structure = Work Hard
Consideration= Be Cool
7
Q
Situation
A
- Contingency approach (Fiedler)
- Effective leadership was dependent on a mix of factors
- Two interacting factors
** leadership style
** degree to which the situation gives the leader control - “If A then B” approach to effective leadership
- Static deterministic models (decision trees?) Vroom
- Issues
- North American bias
- Cultural factors influence the way that people carry out, and respond to, different leadership styles
- Some cultures are more individualistic, or value family over bureaucratic models…
- Situation IS NOT OBJECTIVE, perceptions come into play
8
Q
Cognitive Views
A
- Examine how individuals acquire, store, retrieve, and use information in order to better understand how they function and adapt to the current context (Lord & Maher, 1991).
- Implicit Leadership Theories (ILT)
- Followers have leadership schemas that guide their perceptions and actions
- These schema play a part in how info is processed
- Leader emergence
9
Q
Interactionist Approach Image
A
Image
10
Q
Contemporary Views of Leadership
A
Transactional Leadership
Charismatic Leadership
Executive Presence
Transformational Leadership
11
Q
Transactional Leadership
A
- Identifies what needs to be done, plans and provides a means of accomplishing the goal, provide feedback
- Uses power derived from reward and punishment to influence (contingent reward)
- In turn follower provides leader with respect and idiosyncratic credit
12
Q
Charismatic Leadership
A
Qualities
* Self confidence
* Ability to distill complex ideas into simple messages
* Communicates with symbols, metaphors and stories
* Extraordinary behavior
* Inspires devotion and loyalty
* Inspires excitement for ideas
13
Q
Executive Presence
A
- Hot topic, and key driver of executive success (stakeholder engagement)
- Defined as “the ability to master perceptions” (Crittenden, 2013, p.10) - “the ability to exude authenticity, competence, and emotional intelligence” (Long, 2011, p. 14)
- The myriad of definitions have added confusion, not clarity
- The “It Factor”, Aura, Swagger, etc.
14
Q
Presence
A
- Presence comes from knowing who you are and being comfortable with it.
- Self Awareness and Self Acceptance.
- Congruence of voice, body, emotions and words.
- Self-Awareness and Authenticity lead to clarity.
- Self-Awareness is the foundation for building presence.
15
Q
Foundations of Presence Image
A
Image
16
Q
Transformational Leadership
A
- A step beyond charisma & presence
- Inspire major change in attitude/assumption of organizational members
- New data suggests models are not supported (Van Knippenberg & Sitkin, 2013)
- According to Jay Conger (1989; 1998)
** Formulating a vision
** Communicating the vision
** Building trust and motivating followers
** Achieving through empowerment of coworkers
