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Advanced Social and Organisational > Leadership > Flashcards

Leadership Flashcards

1
Q

Leadership

A

when one or more people influence and energise others to work towards shared goals

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2
Q

Management

A

formulate detailed plans, create and maintain appropriate organisational structures, oversee routine operations

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3
Q

Early trait approaches: Which characteristics set “leaders” apart?
(7)

A

Intelligence (including emotional intelligence)
ability to understand complex situations
Self confidence
high expectations for themselves and others
Determination
energy to persist despite difficulties
Creativity
open-minded to new possibilities
Sociability
aware of the interpersonal needs of others
Integrity
honest, principled, and ethical
Stress tolerance
able to be productive under pressure and where stakes are high

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4
Q

Early trait approaches: Issues

A

traits of people in leadership positions does not mean these traits represent effective leadership

Associations between traits and leader effectiveness mixed
strongest evidence for intelligence

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5
Q

Later trait approaches: “Big Five” personality factors

A

Judge et al. (2002) meta-analysis examining leader roles and effectiveness separately

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6
Q

Early behavioural approaches

A

Not what leaders are like, but what do they do?

Are some leader behaviours universally effective?

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7
Q

Behavioural approaches: Ohio State studies (Stogdill and colleagues)

A

Participants described the behaviours their leaders exhibited
Two emergent factors:
Initiating Structure (task-oriented)
Initiates, directs, and organises activities in a group
Consideration (relationship-oriented)
Concern for the welfare of group members

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8
Q

Early behavioural approaches: issues

A

Early behavioural approaches: issues
Ideally, good leaders should be high on both dimensions
in practice they are only weakly related

Relationships with leader effectiveness were mixed and inconclusive
approach became less popular

Later meta-analyses suggest both are linked moderately with leader performance

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9
Q

Contingency approaches

A

Interaction between leader traits/behaviours and situation
Path-goal theory (based on expectancy theory of motivation
*put diagram on cheat sheet

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10
Q

Interaction between leader traits/behaviours and situation

Path-goal theory (House, 1971)

A

Path-goal theory (House, 1971)

Leader influence: use four leadership styles
Directive: Clarifying performance goals and standards, and using discipline to keep people on-track
Supportive: Provide a friendly and respectful working environment
Participative: Involve people in larger decisions, e.g. consult
Achievement oriented: set challenging goals and high expectations

When to use each style depends on contingencies:
Employees (skills and experience, locus of control)
Environment (task demands, group dynamics)

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11
Q

Full-range leadership model (5): Transformational

A

Seek to optimise individual and organisational development

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12
Q

Full-range leadership model (5):Contingent Reward

A

Clarifies objectives and exchanges rewards for performance

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13
Q

Full-range leadership model (5): Management by exception (active)

A

Monitors for mistakes and takes corrective action

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14
Q

Full-range leadership model (5): Management by exception (passive)

A

Takes corrective action when made aware of mistakes

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15
Q

Full-range leadership model (5): Laissez-faire

A

Unwilling to get involved or intervene

*picture in slides

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16
Q

Transformational Leadership Model: Idealised influence

A

Idealised Influence (who we are)

  • Present core values
  • Create a positive shared identity
17
Q

Transformational Leadership Model: Inspirational motivation

A

Inspirational motivation (what we do)

  • Communicate group vision
  • Set positive challenges
18
Q

Transformational Leadership Model: Individualised consideration

A

Individualised Consideration (what we care about)

  • Attend to members needs and abilities
  • Provide development opportunities
19
Q

Transformational Leadership Model: Intellectual Stimulation

A

Intellectual Stimulation (We value you)

  • Encourage new ideas and perspectives
  • Involve people in change
20
Q

Charisma

A

Charisma = effective acquisition and use of referent power (and an increase in personal loyalty)

21
Q

Yukl (2006): Charismatic leaders tend to…

A
  • have a strong need for power
  • be very confident and certain of their cause
  • act to impress followers (emphasise achievements)
  • communicate an appealing vision appealing to basic motives (power, achievement, affiliation)
  • model desired behaviours (“walk the talk”), esp involving personal risk or self-sacrifice
  • engage in unconventional behaviours that attract attention

Can be helpful for transformational leadership, but conceptually different

22
Q

Transformational effectiveness

Lowe, Kroeck & Sivasubramaniam (1996): Meta-analysis

A

Lowe, Kroeck & Sivasubramaniam (1996): Meta-analysis

Overall, transformational leadership is related to:

  • Lower turnover
  • Higher productivity
  • Lower employee stress
  • Lower employee burnout
  • Job satisfaction

Typically more effective than transactional leadership across settings

  • but in public organisations (e.g., government bureaucracy), contingent reward is also related to
  • -employee perceptions of effectiveness
  • -but less strong for effectiveness in organisational outcomes
23
Q

Social identity:Why is social identity important for leadership? (Haslam et al, 2011)

A

Why is social identity important for leadership? (Haslam et al, 2011)
A leader embodies (is prototypical of) a social identity shared with other group members

Leadership involves social identity management, where effective leaders create, represent, promote and harness a sense of ‘us’

Without social identity there is no leadership: there would be no ‘we’ to lead

24
Q

Ideas of social identity theory reflected in four key elements: Ingroup prototypicality

A

Being one of us

25
Q

Ideas of social identity theory reflected in four key elements: Ingroup champions

A

Doing it for us

26
Q

Ideas of social identity theory reflected in four key elements: Identity entrepreneurs

A

Crafting a sense of us

27
Q

Ideas of social identity theory reflected in four key elements: Identity Embedders

A

Making us matter

28
Q

Implicit theories

A

-Is it really all about the leader?
Implicit leadership theories
–“Leadership” is an attribution made by followers (Eden & Leviatan, 1975)
–Follower’s prototypes of leaders (“typical leaders”)

Sensitivity: Sympathetic, sensitive, compassionate

Dedication: Dedicated, disciplined, hard-working

Tyranny: Domineering, manipulative, power-hungry

Charisma: Inspiring, dynamic, charismatic

Attractiveness: Well-dressed, attractive, tall

Masculinity: Male, masculine

Intelligence: Clever, wise, knowledgeable

Strength: Forceful, powerful, bold

29
Q

Theories follower approaches: Leader-member exchange (LMX) theory

A

Are all followers treated the same by leaders?
Leader-member exchange (LMX) theory: NO
some followers are favoured based on competence or compatibility with a leader

30
Q

LMX theory

A
  1. High-quality LMX relationships: Mutual support, high trust and frequent interaction
  2. Low-quality LMX relationships:
    Leader indifference distrust
    (Ingroup)
    -Greater commitment, effort, influence over leader
    (Outgroup)
    Withdrawal, negative attitudes, lower performance, higher stress
31
Q

Culture

A

GLOBE Study (House & colleagues)
Global Leadership and Organizational Behavior Effectiveness
18000 participants from ~1000 organisations in ~ 60 countries
Rated 112 characteristics of an “outstanding” leader

Two styles consistently associated with leader effectiveness (“universal”)
Charismatic/value-based: inspirational vision, sets high standards, innovative
Team-oriented: builds team cohesiveness and collaboration

Four styles varied in associations with leader effectiveness across countries (“culturally variable”)
Participative: involves others in decision-making and promotes equality
Humane: compassionate and generous
Self-protective: safety and security of group and own reputation
Autonomous: independent and self-oriented

32
Q

GLOBE Study

A

-Country associations with perceptions of leader effectiveness
–High: contributing to outstanding leadership
–Low: inhibiting outstanding leadership
Look at picture of russia/australia in slides

33
Q

Research and Development teams

A

Focus on developing and implementing new ideas and better processes
Government:
CSIRO
Australian Government Department of Defence
Industrial:
bhpbilliton
Orica

34
Q

Research and development Teams: Four Leadership roles particularly important in this environment: Knowledge builder

A

Introduce new strategies, provide expertise and advice, ensure team is using up-to-date methods

35
Q

Research and development Teams: Four Leadership roles particularly important in this environment: Stakeholder Liaison

A

Keep stakeholders aware of progress and changes, managing expectations, protect group from outside pressure

36
Q

Research and development Teams: Four Leadership roles particularly important in this environment: Standards upholder

A

Setting guidelines, rules, and enforcing standards in uncertain environments, while still allowing creativity and exploration

37
Q

Research and development Teams: Four Leadership roles particularly important in this environment: Team Builder

A

Participative approach that involves team members and utilises their expertise in decision-making

38
Q

General tips for becoming a better leader

A

There are many theories of leadership, but there are some general tips for becoming a better leader (Yukl, 2006)

  1. Help people see the “bigger picture” of what they’re doing
  2. Work towards building and maintaining group consensus and acceptance, using fair processes
  3. Work to maintain motivation and commitment when there are obstacles
  4. Foster respect, trust, and cooperation
  5. Help people identify with their group
  6. Help coordinate group activities
  7. Facilitate learning and innovation in your group
  8. Promote your group to outsiders and defend the group if threatened
  9. Help others develop their own skills and leadership experience
  10. Promote ethical behaviour

Advanced Social and Organisational (5 decks)

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