Studied by 28 people
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.
Relates to Expert power
Inspirational appeal
Inspirational appeals occurs when agents make requests designed to arose enthusiasm or emotions in targets.
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.
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
Relates to Reward Power, Coercive Power or Legitimate Power
Exchange
Influencing a target through the exchange of favors.
Relates to Reward Power.
Legitimizing tactics
Occurs when an agents make request based on their position or authority.
Relates to Legitimate Power.
Ingratiation
Ingratiation occurs when an agent attempts to get you in a good mood before making a request.
Relates to Reward Power.
Coalition tactics
Occurs when an agent seeks the aid or support of others to influence the target.
Relates to Coercive or Referent Power.
Note
Flashcard