Leadership in Business Final

assigned leader

people who are leaders due to their formal position or job title

emergent leaders

people who become leaders based on how others perceive them and how others respond to them, regardless of formal job title

managers

Management

Planning and budgeting

Organizing and staffing

Controlling and problem solving

Unidirectional authority

Reactive, dealing with problems as they arise

Lower emotional involvement

Give instructions

leader

People who engage in leadership

• Establish direction

• Aligning people

• Motivating and inspiring 

• Multidimensional influence

• Shape ideas

• Emotionally involved

• Influence followers, change the way people thinking about what is possible

Leadership

a process whereby an individual influences a group of individuals to achieve a common goal

Great Man Theories

focused on identifying innate qualities and characteristics of great social, political, and military leaders

Trait approach

• Focuses exclusively on leader

  • What are the traits of a leader?

  • Who has these traits?

5 major leadership traits

• Intelligence

• Self-confidence

• Determination

• Integrity

• Sociability

Intelligence and Leadership

• Curvilinear- relationship between intelligence and perceived leadership is nonlinear

  • Intelligence perceived with leadership, only up to a certain point. If intelligence is too high, people may not assume you are a leader

Skill approach

• Focuses on the leader

  • Similar to trait

• Emphasis on skills and abilities that can be learned and developed

  • Different from trait

Three Types Skills

• Technical skills- having knowledge about and being proficient in a specific type of work activity

  • Working with things

• Human Skill- having knowledge about and being able to work with people

  • Working with people

• Conceptual skills- the ability to do the mental work of shaping meaning of organizational policy or issues (what company stands for and where its going)

  • Working with ideas

Skill Model of Leadership

• What leadership factors lead to high performance in an organization?

• Capability Model: examines the relationship between a leader’s capabilities (knowledge and skills) and the leaders performance

• Skills can be learned and developed so anyone can be a leader

Markman’s 2017 Harvard Business Review article, “Can you be a great leader without technical expertise”

• leadership education needs to evolve

• challenges of generalist leadership

• implications for training future leaders

  • should include real world examples and case studies for specific industries

• organizational risks

4 main points of:

Can you be a leader without technical expertise? Harvard business review main point

Get a hint

• leadership education needs to evolve

• challenges of generalist leadership

• implications for training future leaders

  • should include real world examples and case studies for specific industries

• organizational risks

Can you be a leader without technical expertise? Harvard business review main point. To lead effectively, you need technical or domain expertise along with general leadership abilities

Behavioral Approach

• Emphasizes the behavior of the leader

• Focuses exclusively on what leaders do and how
  they act

Task Behaviors vs relational

Task Behaviors: focusing on getting the job done.

Relationship behaviors: focusing on relationships with subordinates and subordinates’ wellbeing.

Ohio State studies: two types of leader behaviors

• identify number of times leaders engaged in 150 specific behaviors: two highest below

• initiating structure: leaders provide structure for subordinates

  • task behaviors: organizing work, giving structure, defining role responsibility

• consideration: leader nurtures subordinates

  • relationship behaviors: building camaraderie, respect, trust, and liking between leaders and followers

these are independent! you can be high in both, low in both, high in one and medium in another

University of Michigan Studies

• examined how leaders behavior affects the performance of small groups: two types of leadership behaviors prevalent

• production orientation- technical aspects of the job (employees seen as a means to get a job done)

• employee orientation- strong human emphasis (employees seen as human)- similar to Ohio states “consideration”

Originally seen as OPPOSITE ends of a single continuum/spectrum

Now it is seen as independent dimensions

Blake and Moutons Leadership Grid

• purpose: designed to explain how leaders help organizations to reach their purposes

• two factors

  • concerns for production- how a leader is concerned with achieving organizational tasks

  • concern for people- how a leader attends to the members of the organization who are trying to achieve its goals

Blake and Moutons Leadership grid titles

• Middle of the road (5,5)- medium orientation for task and people

• country club (9,1)- high concern for people low concern for task

• Team management (9,9)- high people and high task

• impoverished management (1,1)- low people low task

• Authority compliance- low people high task

Leader Member Exchange Theory (LMX)

leadership as a process

• centered on the interactions between a leader and followers

in group vs out group

in group- group of people who identify with each other based on a variety of factors

• can be demographic: race, gender, religion

• can be about membership: fav sports team, sorority, table tennis

out group- people who do not belong in the in group

Leadership Making

• prescriptive

• descriptive

• A prescriptive approach to leadership that emphasizes that a leader should develop high-quality exchanges with all of her or his followers, rather than just a few.

  • Prescriptive: What the leader should do

  • descriptive: how LMX develops in practice

authentic leadership

focuses on whether leadership is genuine

• newer approach to leadership

interest in authentic leadership

people want leaders they can trust b/c the 2000’s was considered an era of anxiety and uncertainty

• 9/11

• covid

• corporate scandals

• “fake news”

• fears of foreign influence in US elections

Three definitions of authentic leadership

Two approaches to authentic leadership

• Practical approach- Approach evolved from identifying real-life examples of authentic leaders

  • understand their purpose

  • strong values

  • trusting relationships

  • self-discipline

  • act from the heart (mission)

• Theoretical approach- Model of authentic leadership- results of research of leadership

  • still developing because it is very new

  • hard to define the construct of authentic leadership and identify its characteristics

Followership

a process whereby an individual or individuals accept the influence of others to accomplish a common goal

Perspectives on followership (role and relational based)

Role Based: Examines the typical roles followers enact while occupying a formal or informal position within a hierarchical system.

• How does followers’ behavior affect the leader and organizational outcomes?

Relational Based Perspective- Social constructivism: People create meaning about their reality as they interact with each other.

• Followership is co-created by the leader and
  follower

• Focuses on the interpersonal process and attempts
  to influence and responses to influence attempts

• Followership is associated with interpersonal
  behaviors

4 typologies of followership

Zaleznik Typology (1965)

two axes of follower behavior:

• dominance/submission

• passivity/activity

Kelley Typology

• Most recognized followership typology

• Followers are enormously valuable to organizations

• Emphasizes the motivations of followers

• Exemplary followership

Characteristics of Exemplary Followers
1. Self-manage and think for themselves; exercise
control, work without supervision.
2. Show strong commitment to organizational
goals and well as personal goals.
3. Build their competence and master job skills.
4. Are credible, ethical, and courageous

Chaleff Typology (1)

Motivated by World War II.
– Why did people follow Hitler and other
evil leaders?
– What can be done to prevent
something similar from happening
again?
• Followers should be viewed as serving a common purpose along
with leaders, rather than as serving leaders
• Wanted to increase followers’ sense of agency and make followers more responsible and proactive

Chaleff Typology (2)

Followers need courage to:
• Assume responsibility for the common purpose
• Support the leader and organization
• Constructively challenge the leader if the common
purpose or integrity of the group is being threatened
• Champion the need for change when necessary
• Take a moral stand that is different from the leader’s to
prevent ethical abuses

Kellerman Typology

Why Followreship is more important than ever

Leadership Overload: The business world fixates on leadership—books, talks, and consulting—while neglecting the critical role of followership.
Organizational Blind Spot: Despite being key to execution, followership is
vastly under-studied and under-valued in HR and management practice.
Cultural Bias: Society celebrates leaders but rarely praises or even
acknowledges good followers.
AI Resilience: Routine jobs are at risk from AI, but high-level followership
skills—ethical courage, adaptability, and constructive dissent—are among the hardest for AI to replicate.
Call to Action: For long-term success, companies must cultivate not just
visionary leaders but also empowered, engaged followers.

Ethical Pluralism (moral pluraism)

• Notion that there are different values that exist

• These values may conflict with one another

• Different people may prioritize values differently when
  they conflict

  • E.g., whether to prioritize individual freedom of
    choice versus require individuals to sacrifice
    freedom/choice for the good of the community

Two axes used to create ethical lenses in EthicsGames

Biases that may affect leader’s ethical behavior

“Instant entitlement bias”
– Member of team  divide the resources equally
– Selected as the “leader” of team  keep a much larger share of the resources
for oneself
• Social networks
– People are more likely to inaccurately believe that others agree with them re
what is ethical when they are in the center of a social network (Flynn &
Wiltermuth, 2010)
• CEO’s and leaders = center of social networks
• Leaders may have self-serving rationalizations for unethical behavior that
focus on their own rights at the expense of others’ rights (Keltner, 2017)

How can leaders/ managers encourage their employees to behave ethically?

• Leaders must establish their organization’s ethical
  norms

  • Ask “What does our organization stand for?”

  • Set high expectations

  • Communicate content of norms

  • Communicate commitment to norms

  • Employment practices
    – Hire ethical people
    – Reward ethical behavior

Theranos

• medical startup company

• exaggerated claims about its blood tests

• Key people
  – Elizabeth Holmes: Founder & CEO
  – Tyler Shultz: employee at Theranos, recent
  graduate, whistleblower
  o Whistleblower: someone who informs (“blows the
  whistle”) on behavior that is unethical and/or illegal

Common Information Effect

Team members spend too much time focusing on shared (“common”) information and neglect unique information

Asymmetrical information

Information is distributed unequally among team members

Asymmetrical interests

Team members have (partially) conflicting goals

Be able to Describe your favourite guest speaker

• Kelley

• Dean Witt

• Sarah Hobgood