Introduction to Leadership Test 2

Charisma

compelling attractiveness or charm that can inspire devotion in others

Charismatic leaders exhibit some or all of the following behaviors:

• A novel and appealing vision

• Expression of confidence and optimism

• Emotional appeals to values

• Self-sacrifices

• Unconventional behaviors and methods

• Demonstrate exceptional abilities 

Context of charismatic leadership:

• External crisis and desire for change

• Organizational decline

• Culture and charisma 

Full Range of Leadership Model

Transformational leadership: process of engaging with others to create a connection that increases motivation and morality in both the leader and the follower (produces performance beyond expectations)

The Four I’s:

• Idealized influence: role-model

• Intellectual stimulation: challenge and innovation

• Inspirational motivation: vision and meaning 

• Individualized consideration: coaching and development 

Transactional leadership: focuses on the exchanges that occur between leaders and their followers (produces expected outcomes)

• Contingent reward (CR): leader provides followers with a promised reward when followers fulfill their agreed upon goals (effective)

• Management by exception (MBE): leader interacts little with followers, provides limited or no direction, and only intervenes when things go wrong (ineffective) 

Laissez-faire leadership: “let it be”

Individual-Level Leadership Mechanism

examines the impact of a leader's behavioral styles, traits, affect, values, and cognition on a follower’s emotional, attitudinal, and behavioral outcomes 

Dyad-level Leadership Mechanism

refers to the effects of a leader’s and follower’s reciprocity and mutual exchange relationship on follower outcomes (a two-party bidirectional relationship)

Vertical Dyad Linkage: 

• High quality exchange relationship with in-group: expanded/negotiated role responsibilities (extra-roles) → mutual trust, respect, liking, and reciprocal influence  

• Low quality exchange relationship with out-group: formal employment contract (defined roles) → relationship is marked by formal communication based on job descriptions, usually just come to work, do they job, and go home

Criticisms about VDL: 

• Perceptions of favoritism

• Decreased team cohesion

• Inequality and discrimination

Leader-Member Exchange Theory

high quality leader-member relationships develop progressively over time in three phases

Leader-member exchange theory phases: 

• Low quality: role taking (getting started) → the leader offers an invitation to the follower to form a relationship 

• Medium quality: role making (acquaintance phase) → the leader assigns tasks and the follower tries to excel at them 

• High quality: role routinization (mature partnership phase) → the relationship between the leader and the follower solidifies

Two-Stage Attribution Model

• Determinant the cause of the poor performance

• Select an appropriate response to correct the problem

team

an interdependent group of individuals who interact and coordinate their work to accomplish a common goal to which they are committed and hold themselves accountable 

• Magic = team synergy: the combined effort of a group of individuals that results in a more effective and efficient outcome than the sum of individual efforts (1+1 > 2) 
  

What team effectiveness looks like:

• Task output: the product output of the team meets or exceeds the standards of quantity, quality, and timeliness of the team’s clients (what they accomplish)

• Increased competency: the team becomes an increasingly capable performing unit over time (how much they learned)

• Personal growth: members’ personal learning and growth are fostered by their experiences in the team (how they grew personally)

The Essential Conditions:

• The right people: a team with the right people has the range of perspectives needed to do the work, and the skills to bring those perspectives to work 

  • Social loafing: the tendency for individuals to expend less effort when working collectively than alone 

• A real team: one that is bounded so that members know is on the team

• A compelling direction: teams need a purpose that engages their commitment and orients them in a shared direction 

  • Specified ends (what is to be achieved) and specified means (how things are done) 

Strategy

the fact of making an integrated set of choices, which positions the organization to win 

• resource based view of strategy: because resources are scarce and unique, firms must make choices about where to invest and what to focus on to build competitive advantages 

 The foundation of strategic leadership: 

• Leader values: core beliefs that guide decisions and actions ←→ Mission and vision: enduring purpose (“why”) and future aspiration (“what we aim to become”) → indirect influence employee’s attitudes and behaviors

• Leader actions: communicate, model, align, inspire → direct influence employee’s attitudes and behaviors 

  • Organizational culture (“what this organization stands for”): a system of shared meaning held by members that distinguishes one organization from another (translates values, mission, and vision into everyday practice) 

  • Employees attitudes and behaviors → organizational performance 

Determinants of Organizational Performance

• Adaptation to environment: responding in appropriate ways to external threats and opportunities 

• Efficiency and process reliability: the use of people and resources to carry out essential operations in a way that minimizes costs and avoids wasted effort and resources 

• Human capital and strategic human resource management: an organizational human resources, including the relevant skills and experience of members 

• Competitive strategy: making choices that allow an organization to gain and sustain a competitive advantage in the market

• Management programs, systems, and structures: various programs, management systems, and structural forms can be used to improve adaptation, efficiency, or human capital