Chapter 11 (Week 9) Flashcards
Leadership
Ability to influence a group toward the achievement of a vision or set of goals
Leadership vs Management
Leaders:
- create visions of the future
- inspire employees to achieve the visions
Managers:
- formulate detailed plans
- create efficient organizational structures
- oversee day-to-day operations
Trait Theory of Leadership
- proposes that leaders have a particular set of traits (personal qualities and characteristics) that make them different from nonleaders
e.g. extraversion, conscientiousness, openness, confidence – leaders like being around people; they assert themselves (extraverted), they are disciplined, they keep the commitments they make, and they are conscientious and creative
*traits can predict emergence of leaders and appearance of leadership but are less able to predict effectiveness of leaders
Behavioral Theory of Leadership
- proposes that specific behaviours make for better leaders and differentiate leaders from others
Ohio State & Michigan State Studies
Ohio State Studies
Two behaviours that account for leadership behaviour:
- initiating structure (extent to which leaders are likely to define and structure their role and the roles of employees to attain goals)
- consideration (extent to which a leader’s job relationships are characterized by mutual trust, respect for employees’ ideas, and regard for their feelings)
*often used interchangeably with employee-oriented)
Michigan State Studies
- Employee-oriented leader (emphasizes interpersonal relations)
often used interchangeably with consideration - production-oriented leader (emphasizes technical or task aspects of the job)
often used interchangeably with initiating structure
Consideration/Employee-orientation vs Initiating structure/Production-orientation
Consideration / Employee-orientation = followers are more satisfied with their jobs, were more motivated, and had more respect for their leaders
Initiating Structure / Production-orientation = higher levels of group and organization productivity and more positive performance evaluations
*while all leader behaviour are important, task-oriented behaviours are essential to leadership effectiveness
Contingency Theories of Leadership
Proposes that the situation has an effect on leadership style
Fiedler contingency model
proposed that effective group performance depends on proper match between leader’s style and degree to which situation gives the leader control
when faced with favourable or unfavourable situations, task-oriented leaders perform better; when faced with moderately favourable situations, relationship-oriented leaders perform better
Situational Leadership (Hersey & Blanchard)
Focuses on readiness of followers
- If followers are unable and unwilling, leaders needs to tell (give clear and specific directions_
- If followers are unable and willing, leaders need to sell (display high task orientation to compensate for followers’ lack of ability and high relationship orientation to get them to buy into leader’ desires)
- If followers are able and unwilling, leaders need to participate (use a supportive and participative syle)
- If followers are able and willing, leaders need to delegate (do less!)
Path-goal theory
leadership theory that says it is the leader’s job to assist followers in attaining their goals and to provide necessary direction and/or support to ensure that their goals are compatible with overall objectives of the group/organization
Four behaviours to do this:
- Directive
- Supportive
- Participative
- Achievement-oriented
*goal-focused leadership can enable conscientious followers to achieve higher performance but may cause stress / emotional exhaustion for employees who are low in conscientiousness
Inspirational Leadership Theories
- Charismatic Leadership (followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviours)
- Transformational Leadership (leaders who inspire followers to transcend their own self-interests and who can have a profound and extraordinary effect on followers)
- Transactional Leadership (leaders who guide or motivate followers in the direction of established goals by clarifying role and task requirements)
*best leaders are both transactional and transformational but transformational is going to be more effective in isolation than transactional
- charismatic = how they communication vs transformational = what they communicate
Responsible Leadership
- Authentic (leaders who know who they are, know what they believe in and value, and act on these values and beliefs openly and candidly; followers consider them to be ethical people); results in trust and humility so that followers are able to understand the growth process for their own development)
- Ethical (leaders convey values that are other-centred and model ethical conduct); results in followers who are more engaged in organizational citizenship behaviour, more willing to bring problems to leaders’ attention and experience reduced interpersonal conflicts)
- Servant (marked by going beyond the leader’s own self-interest and instead focusing on opportunities to help followers grow and develop; results in higher levels of commitment, self-efficacy, perceptions of justice, team potency / higher levels of group performance, and higher levels of creative performance)
Substitutes for Leadership
Attributes, such as experience and training, that can replace the need for a leader’s support or ability to create structure
Neutralizers of Leadership
Attributes that make it impossible for leader behaviour to make any difference to follower outcomes
