MGT Final Exam 3

Leadership

Vision

Aligning people

Inspiring

Management

Stability planning

Staffing

Controlling results

informal leadership

due to the way other group members respond

formal leadership

due to formal position

leadership emergence

who ‘rises up‘ in a group with no assigned leader?

leadership effectiveness

impact of leadership on group members & shared goals

Road Maps for frameworks of Leadership

Identifying & Evaluating Leadership

Developing Leadership

Foundational Theories (Leadership theories from scholarly research)

Trait Theories

Behavioral Theories

Leadership Exchange Theory

Charismatic Leadership Theory

Contingency Theories (including Situational Leadership Theory)

Trait Theories (Key Points) Foundational Theory

• No single set of traits = leadership

• Much of the research explores how big 5 correlates with leadership

• Traits better at predicting emergence than effectiveness

Behavioral Theory (Key Points) Foundational Theory

• 2 sets of leadership behaviors:

• Initiating Structure (behaviors towards goal attainment)

• Consideration (behaviors toward relationships)

• Modern leadership approaches might argue that this is blurring management & leadership

Leadership Exchange Theory (Key Points) Foundational Theory

Charismatic Leadership Theory (Key Points) Foundational Theory

Contingency Theories (including situational Leadership Theory)

Situational Leadership Theory (Key Points) Foundational Theory

is a contingency theory that focuses on the followers.

– Successful leadership is achieved by selecting the right leadership style, which is contingent on the level of the followers’ readiness.

Contemporary Theories (Leadership theories from scholarly research)

Transformational Leadership Theory (& Full Range Model)

Servant Leadership

Authentic Leadership

Transformational Leadership Theory (Full Range Model)(Contemporary Theories) (Intrinsic)

Transformational leadership is more strongly correlated with a variety of workplace outcomes.

-Moving followers to accomplish more

-Transforming individual efforts/goals into a greater team effort/goal

-A lot of moving pieces (vision, charisma, goal-setting, relationships, emotional intelligence, ethics?)

-Typically discussed in comparison to transactional (and maybe pseudo-transformational) leadership.

Servant Leadership (Contemporary Theories)

• A paradoxical approach: leaders as servants to followers

• Effective leadership in this approach:

-Development & empowerment

-Moral & ethical behavior

-‘Greater Good’

Authentic Leadership (Contemporary Theories)

• Approach focused on being real, honest, true, authentic

• A process of leadership based on integrity and ethical behavior that is open, transparent, and considerate of all stakeholders

• Emphasis on the importance of TRUST

Transactional Leadership Characteristics (extrinsic)

Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments.

Management by Exception (active): Watches and searches for deviations from rules and standards, takes corrective action.

Management by Exception (passive): Intervenes only if standards are not met.

Laissez-Faire: Abdicates responsibilities, avoids making decisions.

For I’s in Transformational Leadership

Idealized Influence

Inspirational Motivation

Intellectual Stimulation

Individualized Consideration

Idealized Influence (Transformational Leaders)

Provides vision and sense of mission, instills pride, gains respect and trust.

Inspirational Motivation (Transformational Leaders)

Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways.

Intellectual Stimulation (Transformational Leaders)

Promotes intelligence, rationality, and careful problem solving.

Individualized Consideration (Transformational Leaders)

Gives personal attention, treats each employee individually, coaches, advises.

Supporting (4 leadership styles)

High supportive, low directive behaviour

Coaching (4 leadership styles)

High supportive, High directive behaviour

Delegating (4 leadership styles)

low supportive, low directive behaviour

Directing (4 leadership styles)

low supportive, High directive behaviour

Formal Power

Coercive Power - can be damaging

Reward Power

Legitimate Power

Both seem to be unrelated to performance, supervision, and org commitment.

Personal Power (most effective)

Expert Power

Referent Power

Both are positively related to employee satisfaction with their preformance