leadership approaches (ch.3)

What is the fundamental definition of Leadership?

The act of influencing others to work toward a goal

How does leadership function as a "process"?

It is a complex, dynamic exchange relationship built over time between a leader and followers who depend on each other to reach a mutual goal.

Formal vs. Informal Leaders

Formal: Holds an official position of authority and uses positional power. Informal: Lacks a formal title but influences others through personal forms of power

Leadership vs. Management

They are not interchangeable; effective managers generally need to be good leaders, often hired for their ability to formulate a vision and get "buy-in"

French and Raven’s Typology

A model identifying five sources/types of power available to leaders: Reward, Coercive, Referent, Expert, and Legitimate

Expert vs. Referent Power

Expert: Power based on the belief that a leader has specific needed skills/knowledge. Referent: Power based on others wanting to be associated with or liked by the leader.

Legitimate vs. Reward Power

Legitimate: Power formally granted by a title. Reward: The ability to bestow rewards or positive outcomes through a formal role.

Coercive Power

The ability to bestow punishment or take away things a follower values

Core Leader Traits

Includes drive, charisma, cognitive ability, integrity, self-confidence, and knowledge of the business

The Big Five Model

A system categorizing personality into Openness to experience, Conscientiousness, Extraversion, Agreeableness, and Neuroticism.

Task-oriented Behaviors

Structuring roles, providing instructions, and focusing on meeting organizational goals.

People-oriented Behaviors

Showing concern for employee feelings, treating them with respect, and caring for their well-being.

Behavioral Approach Limitation

These approaches often fall out of favor because they neglect the specific environment/context in which the behaviors are demonstrated

Fiedler’s Contingency Theory

Suggests effectiveness depends on placing the right person in the right situation, as LPC (Least Preferred Coworker) scores are usually fixed traits.

Path-Goal Theory (Robert House)

Based on expectancy theory: leaders motivate by ensuring effort leads to performance, which leads to valuable rewards.

Vroom-Yetton Normative Model

A decision-making tool (a funnel of questions) that helps leaders determine how much follower involvement is needed.

Authoritarian vs. Democratic

Authoritarian: Leader decides alone. Democratic: Employees participate in the decision-making process.

Real-Life Example: Indra Nooyi

Former PepsiCo CEO used as a "Case in Point" for leading with vision and values; ranked as one of the world's most powerful women.

Real-Life Example: Leonard Bernstein

As conductor of the New York Philharmonic, he exemplifies leadership as a "differentiated role" and the nucleus of group activity

Real-Life Example: The Master Craftsperson

An example of a "substitute for leadership" because their high skills and personal standards make outside prompting unnecessary.

Substitutes vs. Neutralizers

Substitutes: Factors that make leadership behavior unnecessary. Neutralizers: Factors that negate a leader’s influence or prevent them from acting.