Week 7 Flashcards
leadership vs management
- leadership is sexy, management not so much
trait theories
- linked to “great man” theory - some people are born with traits that make them great leaders
- theories that consider personality, social, physical, or intellectual traits to differentiate leaders from non-leaders
leadership traits
- extraversion
- conscientiousness
- oppenness
- emotional intelligence
extraversion
- outgoing people tend to become leaders
conscientiousness
- discipline and keeping commitments
openness
- creative and flexibile
behavioural theories
- leadership isn’t a “trait” but a “behaviour”
Ohio State University (1945) Behavioural Theory
- two key dimensions of leader behaviour
1) initiating structure: the defining and structuring of roles
2) consideration: job relationships that reflect trust and respect
University of Michigan (1950) Behavioural Theory
- Also two key dimensions of leader behaviour
1) employee orientated: emphasizes interpersonal relationships and is the most powerful dimension
2) production-orientated: emphasizes the technical aspects of the job
effective leaders show concern for
- the task AND the people they lead
contigency theories stress
- the importance of considering the context when examining leadership
Hersey and Blanchard’s Situational Theory
- a model that focuses on follower “readiness”
- followers can accept or reject the leader
- effectiveness depends on the follower’s response to the leader’s actions
- readiness is the extend to which people have the ability and willingness to accomplish a specific task
Path-Goal Theory (Robert House)
- a leader’s goal is to provide followers with information, support, and resources to achieve their goals
- guidelines to be effective: determine the outcomes subordinates want, reward individuals with their desired outcomes when the perform well, be clear with expectations
Key concepts of path-goal theory
- consider the following - some followers need support/guidance (too much can be micro-management)
- consider the environment - some followers need roadblocks removed
Four leadership behaviours (Path-goal theory)
- directive
- supportive
- participative
- achievement orientated
directive (path-goal theory)
- informs subordinates of expectations, give guidances (tasks)
supportive (path-goal theory)
- friendly and approachable, shows concern for status, well-being, and needs of subordinates (relationships)
participative (path-goal theory)
- consults with subordinates, solicits suggestions, takes suggestions into consideration
achievement orientation (path-goal theory)
- sets challenging goals, expects subordinates to perform at highest level, continuously seeks improvement in performance, has confidence in highest motivations of employees. (goal setting)
charisma
- a certain quality of an individual personality, by virtue of which he or she is set apart form ordinary people and treated as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities.
Robert House’s Charismatic Leadership Theory
- followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviours
What do charismatic leaders do?
- leader articulates an attractive vision
- leader communicates high performance expectations and confidence in follower ability
- leader conveys a new set of values by setting an example
- leader engages in emotion-inducing and often unconventional behaviour to demonstrate convictions about their vision
dark side of charisma
- ego-driven charismatic leaders allow their self interest and personal goals override the organization’s goals
Good to Great - Jim Collins - very effective leaders who possess the four typical leadership traits
- individual capability
- team skills
- managerial competence
- ability to stimulate others to high performance
Transactional Leadership
- laissez-fair leader
- management by exception (passive)
- management by exception (active)
- contingent reward
laissez-fair leader
- abdicates responsibilities, avoids making decisions
- not really leadership, but a lack of
management by exception (passive)
- intervenes only if standards are not met
management by exception (active)
- watches and searches for deviations from rules and standards, takes corrective action
contingent reward
- contracts exchange of rewards for efforts, promises rewards for good performance, recognizes accomplishments
transformational leadership (four I’s)
- idealized influence
- inspirational motivation
- intellectual stimulation
- individualized consideration
idealized influence
- provides vision and sense of mission, instills pride, gains respect, and trust
inspirational motivation
- communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways
intellectual stimulation
- promotes intelligence, rationality, and careful problem solving
individualized consideration
- gives personal attention, treats each employee individually, coaches, advises
transformational leadership may be
- more effective in smaller organizations, may be most appropriate during crisis or change
Socialized Charismatic Leadership
- leaders should model ethical conduct and be other centered
four cornerstones of socialized charismatic leadership
- truth telling: opens up mutual, fair exchanges
- promise keeping: mindful of commitments
- fairness: fair share for contributions
- respect for the individual: treating people with dignity
