Leadership Flashcards
(38 cards)
Leadership
when one or more people influence and energise others to work towards shared goals
Management
formulate detailed plans, create and maintain appropriate organisational structures, oversee routine operations
Early trait approaches: Which characteristics set “leaders” apart?
(7)
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
Early trait approaches: Issues
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
Later trait approaches: “Big Five” personality factors
Judge et al. (2002) meta-analysis examining leader roles and effectiveness separately
Early behavioural approaches
Not what leaders are like, but what do they do?
Are some leader behaviours universally effective?
Behavioural approaches: Ohio State studies (Stogdill and colleagues)
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
Early behavioural approaches: issues
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
Contingency approaches
Interaction between leader traits/behaviours and situation
Path-goal theory (based on expectancy theory of motivation
*put diagram on cheat sheet
Interaction between leader traits/behaviours and situation
Path-goal theory (House, 1971)
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)
Full-range leadership model (5): Transformational
Seek to optimise individual and organisational development
Full-range leadership model (5):Contingent Reward
Clarifies objectives and exchanges rewards for performance
Full-range leadership model (5): Management by exception (active)
Monitors for mistakes and takes corrective action
Full-range leadership model (5): Management by exception (passive)
Takes corrective action when made aware of mistakes
Full-range leadership model (5): Laissez-faire
Unwilling to get involved or intervene
*picture in slides
Transformational Leadership Model: Idealised influence
Idealised Influence (who we are)
- Present core values
- Create a positive shared identity
Transformational Leadership Model: Inspirational motivation
Inspirational motivation (what we do)
- Communicate group vision
- Set positive challenges
Transformational Leadership Model: Individualised consideration
Individualised Consideration (what we care about)
- Attend to members needs and abilities
- Provide development opportunities
Transformational Leadership Model: Intellectual Stimulation
Intellectual Stimulation (We value you)
- Encourage new ideas and perspectives
- Involve people in change
Charisma
Charisma = effective acquisition and use of referent power (and an increase in personal loyalty)
Yukl (2006): Charismatic leaders tend to…
- 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
Transformational effectiveness
Lowe, Kroeck & Sivasubramaniam (1996): Meta-analysis
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
Social identity:Why is social identity important for leadership? (Haslam et al, 2011)
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
Ideas of social identity theory reflected in four key elements: Ingroup prototypicality
Being one of us
