12 - Leadership

summary of everything -- week 12 slide 24

what is the difference between leadership and management?

managers maintain stability while leaders create a change

what caused leadership structures to emerge

early leadership theories revolved around supervision, while later theories deal with the influence of the situation and change

what are current issues in ways leaders instill their vision and become transformational leaders?

authentic leadership, ethical leadership, & leadership and gender

what is a common issue with leadership literature?

no consensus; fragmented and lacks clarity on leadership processes

what is a key element found in most leadership definitions?

the influence process

what are the classic theories of leadership?

trait theories, behavioural theories, and contingency theories

trait theories

one of the first systematic attempts to study leadership. considers personality, social, physical, or intellectual traits to differentiate leaders from non-leaders. they are however better at predicting leader emergence than effectiveness

main idea of trait theories

heroes embody will to power and persistence in challenges. heroes are born, and not made; traits are personal possessions developed through life

trait theories limitations

no definitive list, highly subjective list of traits, two sides in every coin, and it justifies the existence of a “leadership industry”

behavioural theories

emphasizes what leaders do and how they act. this explains how leaders combine two general kinds of behaviours to influence followers to reach their goal

what do effective leaders implement?

concern for the task, and concern for the people, satisfaction, motivation, and team spirit to enhance performance

behavioural theories limitations

no universal style to apply effectively in every situation, like performance outcomes.

contingency theories

stresses considering the context when examining leadership. leadership has two behavioural dimensions, directive and supportive, which must be applied appropriately to the developmental level of followers

hersey & blanchard

focuses on follower readiness, whether to accept or reject the leader.

readiness

extent which people have the ability and willingness to accomplish something

what does the hersey & blanchard model depend on?

the ability to identify the situation and diagnose the performance readiness of the employee, as well as the goal

contributions of the situational leadership approach

it offers differential treatment, intuitive, and it offers a prescriptive value

situational leadership limitations

lack of empirical foundations, no support for basic prescriptions of model, biased questionnaires, and issues with ideas of commitment. leaders need to be adaptive and change according to the circumstance

path-goal theory

examines how leaders motivate followers to accomplish goals. the leader provides followers w information, support and resources to achieve their goals

what are the main ways leaders help their followers?

increase the amount and type of rewards, provide support, remove obstacles (task orientation), and create meaningful tasks (people orientation)

leadership behaviours in path-goal theory

directive, supportive, participative, and achievement oriented

path-goal theory limitations

people don’t always have clear goals, the leader can’t always provide the exact rewards desired, and they are limited in decision making due to cognitive limitations of knowing what everyone needs

transformational leadership

when leaders and followers raise each other to higher level of motivation and morality, by appealing to higher ideals and performing beyond expectations. related to employee satisfaction, engagement, commitment, and performance

transactional leaders

appeals to lower-level needs of followers, ex. motivating followers through appealing to their own self-interest

what does transformational leadership process?

it evolves relationships between leaders and followers, because it helps people become more aware of the values of task outcomes, aka the intrinsic value of the performance

transformational leadership limitations

it is conceptual, methodological (has not been supported empirically), political (focuses on the qualities of the leader instead), and ethical (using influence for self-interest). this can be perceived wrong to use charisma in a bad way

issues with charismatic leaders

allows self interest and personal goals to override organizational goals

the difference between transformational leadership and charismatic leadership

former seeks to develop followers and help them become leaders, while latter prefers to keep followers dependent on the leader

idealized influence (attribute)

demonstrates qualities that motivate respect and pride from association with leader

inspirational motivation

provides meaning and challenge through enthusiasm and optimism in order to influence

intellectual stimulation

encourages creativity and innovation, challenging new perspectives for solving problems

individualized consideration

focuses on mentoring followers and attending to personal needs and desire, providing learning opportunities and supportive climate for growth

laissez faire

exhibits absence and lack of involvement

management by exception (active)

attends to followers’ mistakes to meet standards

management by exception (passive)

waits until problems become severe before intervening

contingent reward

provides rewards for satisfactory performance by followers

idealized influence (behaviour)

communicates values, purpose, and importance of organization’s mission

transformational leadership tools

idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration

transactional leadership tools

contingent reward, management by exception, and laissez faire

what are the general kinds of behaviours that leaders combine to reach a goal?

initating/production behaviour, and considering/employee behaviour

initiating/production behaviour

designed to help group members achieve objectives

consideration/employee behaviour

helps employees feel comfortable with themselves, others, and the situation

pseudo-transformational leadership

using their influence for self-gain, maximizing self-interest irrespetive of follower interest

what are the four I’s of transformational leadership

idealized influence, intellectual stimulation, individualized consideration, and inspirational motivation

what are the transactional leaderships?

management by exception, contingent reward, and laissez-faire