HESI 418B

midterm

Great man assumptions

\-Leaders are born, not made

\-Leaders have natural abilities of power and influence

\-Leadership is based on Darwinistic principles (hereditary properties)

Great man criticisms

\*There’s no scientific evidence that leadership is based on hereditary factors and leadership was believed to exist only in a few individuals

Trait theory

\-Assumed leader had traits (intelligence, height, self confidence etc.)

\-Has superior or endowed qualities

\-Certain individuals a natural ability to lead

\-Leaders have traits that differentiate them from followers

\-Traits such as height, extraversion, self confident, courage, etc.

Trait theory criticisms

\*Situation is not considered in this approach

\*Many traits are too obscure/abstract to measure and observe

*Studies have not adequately traits with leadership effectiveness*

\*Most trait studies omit leadership behaviors and followers motivations as variables

Behavioral theory

\-There’s one best way to lead

\-Leaders are not born

\-Leaders express high concerns for both people and production or consideration and structure will be effective

\-Certain behavior distinguish effective leaders from ineffective leaders, leader vs. manager

Behavioral theory criticism

\*Offers simple explanations to complex questions

\*Situational variables and group processes are ignored: studies failed to identify the situations in which specific types of leadership behaviors are relevant

Situational contingency theory

\-Leaders act differently depending on the situation

\-The situation determines who will emerge as a leader -Different leadership behaviors are required for different situations

Situational contingency theory criticism

\*Most contingency theories are ambiguous, making it difficult to formulate specific testable propositions

\*Theories lack accurate measures

Autocratic Leadership

\-Little or no input from group members

\-Leaders make decisions

-Group leaders dictate all the work methods and processes

-Group members are rarely trusted with decisions or important tasks

Democratic Leadership

\-Group members are encouraged to share ideas and opinions

\-Members of the group feel engaged in the process

\-Creativity is encouraged and rewarded

Laissez- Faire

\-Don’t interfere

\-Allow people within the team to make many decisions

Reciprocal( 1)

\-Leadership is a relational process

\-Leadership is a shared process

\-Leadership is a process that meaningfully engages leaders and participants

-Emphasis is on followership

-Participants are empowered to provide leadership and make significant contributions

Reciprocal (2)

Includes the following leadership theories:

\-Transforming leadership

\-Servant leadership

-Followership

-The Relational Leadership Model

Reciprocal criticism

\*Research is lacking

\*Further clarification is needed on similarities and differences between charismatic and transforming leadership

\*Process of collaboration, change, and empowerment are difficult to achieve and measure

Transforming leadership theory

**James MacGregor Burns-** “a process where leaders and followers raise one another to higher levels of morality and motivation.”

\-Leaders appeal to followers higher ideals and moral values such as liberty, justice, equality, peace and humanitarianism, not to lesser emotions such as fear, greed, jealousy or hatred.

\-Power is used to realize common goals and purposes and not for purposes of exploitation.

Transforming leadership theory (2)

\-This theory bases leadership on a system of rewards and punishments. (Bernard Bass)

\-In Transformational Leadership, leaders and followers make each other advance to a higher level of morality and motivation.

Servant leadership

**Robert Greenleaf-** The leader is viewed first as a servant. The servant by focusing on the primary needs of others and the organization, then transforms himself or herself into a leader.

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Chaos/systems leadership

\-Attempts to describe leadership within a context of a complex rapidly changing world

\-Leadership is a relational process

\-Control is not possible, so leadership is described as an influence relationship

-The importance of systems is emphasized

Chaos/systems leadership criticism

\*Research is lacking

\*Some concepts are difficult to define and understand

\*Holistic approach makes it difficult to achieve and measure

Theorist: James MacGregor Burns

Transactional and Transforming Leadership

Theorist: Robert Greenleaf

Servant leadership

Theorist: Robert Kelley

Followership

Theorist: Jim Rost

Industrial and Post industrial leadership

Theorists: Susan Komives & Nance Lucas

Relational Leadership model and Social change model 7’s

Relational leadership model 5 elements:

Process, purpose, inclusive, empowering, ethical

Social change model: 7 C’s

Citizenship, common purpose, consciousness of self, collaboration, congruence, controversy with civility, commitment=change.

Historical leadership

Rests on the assumption that any contemporary situation is at least partially a product of what has gone on before. There are three categories of the historical context:

\-long term social forces

\-long term economical forces

\-long term political forces

Contemporary

The contemporary context of leadership focuses on the broad or macro context of the contemporary society. This context focuses on the norms, values and customs of the society. There are three important aspects of the contemporary context of leadership:

\-Social values

\-Social mores

\-Subcultural norms

Immediate

This context refers to the micro situational factors which have an impact on leadership. This context includes the structure and goals of the group, the culture of the organizations, the nature of the task at hand and the idiosyncrasies of the leader and followers.

\-Structure and Goals of the Organization/Group

\-Culture of the Organization/Group

\-Nature of the Task at hand

\-Idiosyncrasies of Leaders/Followers

Expert power

The power of knowledge. Some people are able to influence others through their relative expertise in particular areas.

Legitimate power

Depends on a person’s organizational role. It can be thought of as one’s formal or official authority.

Referent Power

Refers to the potential influence one has due to the strength of the relationship between leaders and followers. When people admire a leader and see her as a role model, we say she has referent power.

Reward Power

Involves the potential to influence others due to one’s control over desired resources.

Coercive Power

The potential to influence others through the administration of negative sanctions or the removal of positive events.

Rational Persuasion

Rational persuasion occurs when an agent uses logical or factual evidence to influence others.

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Relates to Expert power

Inspirational appeal

Inspirational appeals occurs when agents make requests designed to arose enthusiasm or emotions in targets.

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Relates to Referent Power

Pressure tactics

Threats or persistent reminders used to influence the target.

Relates to Coercive Power

Personal appeals

Personal appeals occurs when an agent asks another a favor out of friendship.

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Relates to Referent Power or Reward Power

Consultation

Consultation occurs when agents ask target to participate in planning an activity. Agent needs targets support, so seeks assistance

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Relates to Reward Power, Coercive Power or Legitimate Power

Exchange

Influencing a target through the exchange of favors.

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Relates to Reward Power.

Legitimizing tactics

Occurs when an agents make request based on their position or authority.

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Relates to Legitimate Power.

Ingratiation

Ingratiation occurs when an agent attempts to get you in a good mood before making a request.

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Relates to Reward Power.

Coalition tactics

Occurs when an agent seeks the aid or support of others to influence the target.

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Relates to Coercive or Referent Power.