L10 - WOP

Authentic Leadership

The view that effective leaders need to be aware of, feel comfortable with, and act consistently with their values, personality, and self-concept.

Know Yourself → Be Yourself

Implicit Leadership Theory & The 2 Components

A theory stating that people evaluate a leader’s effectiveness in terms of how well that person fits preconceived beliefs about the features and behaviours of effective leaders (leadership prototypes) and that people tend to inflate the influence of leaders on organizational events.

Two Components:

1. Leader Prototypes → The employee’s beliefs about what makes a good leader.

2. Romance of Leadership → Employees feel better believing that leaders make a difference, so they actively look for evidence that this is so.

Leadership

Influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are members.

Leadership Substitutes Theory

A theory identifying conditions that either limit a leader’s ability to influence subordinates or make a particular leadership style unnecessary.

Learning Orientation

A set of beliefs and norms in which people are encouraged to question past practices, learn new ideas, experiment putting ideas into practice, and view mistakes as part of the learning process.

Managerial Leadership (Functional Leadership)

A leadership perspective stating that effective leaders help employees improve their performance and well-being toward current objectives and practices.

Path-Goal Leadership Theory & The Four Path-Goal Leadership Styles

A leadership theory stating that effective leaders choose the most appropriate leadership style(s), depending on the employee and situation, to influence employee expectations about desired results and their positive outcomes.

Four Leadership Styles

1. Directive (Task-Oriented)

2. Supportive (People-Oriented)

3. Participative (Encourages Employee Involvement)

4. Achievement-Oriented (Encourages Employee’s Peak Performance)

Servant Leadership

Servant leadership is an extension or variation of people-oriented leadership because it defines leadership as serving others. In particular, servant leaders selflessly assist others in their need fulfilment, personal development, and growth.

Shared Leadership

The view that leadership is a role, not a position assigned to one person.

The idea that leadership is broadly distributed across team members rather than assigned to one person.

Transformational Leadership & The Four Elements

Transformational leadership views leaders as change agents. They move the organization or work unit in a new direction that will provide better opportunities and alignment with the external environment.

Four Elements:

1. Build commitment to the vision

2. Model the vision

3. Develop/communicate a strategic vision

4. Encourage experimentation

5. Create a strategic vision

2 differences between managerial leadership and transformational leadership? (Assumptions vs Micro/Macro-Focused)

Difference #1:

• Managerial leadership assumes the organization’s or department’s objectives are stable and aligned with the external environment.

• Transformational leadership assumes the organization is misaligned with its environment and therefore needs to change its direction.

Difference #2:

• Managerial leadership is more micro-focused and concrete, because it relates to the specific performance and well-being objectives of individual employees and the immediate work unit.

• Transformational leadership is more macro-focused and abstract. It is directed toward an imprecise strategic vision for an entire organization, department, or team.

8 Leadership Attributes (SPEDLICK)

S → Self-Concept (Complex and Positive)

P → Personality (Extraversion & Conscientiousness)

E → Emotional Intelligence (Recognizing and Regulating Self and Others’ Emotions)

D → Drive (Inner Motivation to Pursue Goals)

L → Leadership Motivation (High Motivation for Social Power)

I → Integrity (Staying True to Actions)

C → Cognitive/Practical Intelligence (Above Average Cognitive Ability)

K → Knowledge of the Business (Understands External Environment)

Personal Attributes Perspective Limitation

• Assumes all effective leaders have the same personality characteristics (it’s too complex).

• Assumes leadership is the person (its about relation to followers).

• Some characteristics only influence out perception of leadership.

• Remember: Attitudes refer to leadership potential not necessarily performance!

Two Types of Oriented Behaviours in Leadership

1. Task-Oriented → Assigns specific tasks, clarifies work duties, sets goals and deadlines, establishes work procedures.

High → Boosted job performance.

1. People-Oriented → Concern for employees, listens to employees, makes workplace pleasant, recognize employee contributions.

High → Less stress, turnover, absenteeism, and job dissatisfaction.

Path-Goal Contingencies

The most appropriate style of leadership depends on the situation…

Employee → Skills/Experience, Locus of Control

Environment → Task Structure, Team Dynamics

Charismatic Leadership vs Transformational Leadership

Charismatic leadership motivates followers through referent power (i.e., capacity to influence followers due to admiration, respect and identification with leader) while transformational leadership motivates followers through behaviours that persuade and earn trust.

Charismatic Leaders Have..

• Emotional expressiveness (attuned to the crowd)

• Communication skills (e.g. energy)

• An air of self-confidence

2 Sides of Charisma

Socialised charismatic leaders

• Care about their followers’ collective interest

• Empower followers

Personalised charismatic leaders

• Care about their self-interest

• Use others as a source of self-aggrandisement

• Create dependence of their followers

Cultural Issues in Leadership

Societal cultural values and practices:

• Shape leader’s values/norms

• Influence leader’s decisions and actions

• Shape follower prototype of effective leaders

Some leadership styles are universal, others differ across cultures:

• “Charismatic visionary” seems to be universal

• Participative leadership works better in some cultures (low power distance cultures)

Gender Effects of Leadership

• Male and female leaders have similar task- and people-oriented leadership.—

• Participative leadership style is used more often by female leaders.

Glass Ceiling vs Glass Cliff (Gender Effects)

Glass Ceiling: Actual and/or perceived barrier in place within occupational or organizational settings that limits the upward mobility of women with respect to pay and promotions.

Glass Cliff: The tendency for women to be more likely than men to be appointed to leadership positions that are risky and precarious.