Leadership Styles

what is the definition of leadership?

-a process by which an individual influences others towards common goals

-individual = leader

-others = followers (subordinates)

what are the different ways leadership is described?

-trait vs process

-assigned vs emergent

-power vs coercion

-leadership vs management

how is leadership described by traits?

-early leadership theories focus on the innate personality traits strongly associated with individuals' perceptions of leadership

-ex: intelligence, self-confidence, masculinity, determination, integrity, and sociability

how is leadership described as a process?

more contemporary leadership theories describe leadership as a process or an interactive exchange transforming both leaders and followers in the process

how is leadership described as assigned vs emergent?

-assigned: leadership based on a person's assigned position in an organization

-emergent: leadership exercised by an individual who is not assigned a leadership role

how is leadership described as leaders vs managers?

-leaders: produce change and movement by creating a vision, aligning people, and motivating/inspiring

-managers: produce order and consistency by planning, budgeting, organizing, staffing, controlling, and problem solving

what are important points to keep in mind with leaders vs managers?

-leadership does not require a managerial position

-managers can be leaders

what is power and what are the two types?

-the capacity or potential to influence other's beliefs

-personal and position power

describe the types of personal power.

-referent: based on followers' adoration and respect for leader (ex: swifties)

-expert: based on followers' perception of leader's competence (ex: Dr. House)

describe the types of position power.

-legitimate: derived from status or formal job authority

-reward: derived from capacity to reward followers

-coercive: derived from capacity to punish followers

describe leadership styles.

-all leaders do not possess same attitude or same perspective thus they do not get things done in the same way (their styles vary)

-the leadership style varies with the kind of people and situations the leader interacts and deals with

what is the perfect leadership style?

one which assists a leader in getting the best out of the people who follow them

what are the 4 important leadership styles?

-blake and mouton managerial (leadership) grid

-situational leadership theory

-leader-member exchange (LMX) theory

-adaptive leadership style

what two factors help organizations reach their purpose in regard to the blake and mouton's managerial grid?

-concern for production (task behavior)

-concern for people (relationship behavior)

what is the difference between concern for production and concern for people?

-concern for production: how a leader is concerned with achieving organizational tasks

-concern for people: how a leader attends to the members of the organization who are trying to achieve its goals

what is the definition of authority-compliance management (9,1)?

efficiency in operations results from arranging conditions of work such that human interference is minimal

describe authority-compliance management (9,1).

-heavy emphasis on task and job requirements and less emphasis on people

-communicating with subordinates mainly for task instruction

-results driven (people regarded as tools to that end)

what are 9,1 leaders seen as?

controlling, demanding, hard-driving, and overpowering

what is the definition of country club management (1,9)?

thoughtful attention to the needs of people leads to a comfortable, friendly organizational atmosphere and work tempo

describe country club management (1,9).

-low concern for task accomplishment coupled with high concern for interpersonal relationships

-deemphasizes production (leaders stress the attitudes and feelings of people)

what are 1,9 leaders like?

try to create a positive climate by being agreeable, eager to help, comforting, noncontroversial

what is the definition of impoverished management (1,1)?

minimal effort exerted to get work done is appropriate to sustain organizational membership

describe impoverished management (1,1).

-leader unconcerned with both task and interpersonal relationships

-going through the motions, but uninvolved and withdrawn

what are 1,1 leaders like?

have little contact with followers and are described as indifferent, noncommittal, resigned, and apathetic

what is the definition of middle of the road management (5,5)?

adequate organization performance possible through balancing the necessity of getting work done while maintaining satisfactory morale

describe middle of the road management (5,5).

-leaders who are compromisers; have intermediate concern for task and people who do task

-to achieve equilibrium, leaders avoid conflict while emphasizing moderate levels of production and interpersonal relationships

what is a 5,5 leader like?

-described as expedient

-prefers the middle ground

-soft pedals disagreement

-swallows convictions in the interest of progress

what is the definition of team management (9,9)?

-work accomplished through committed people

-interdependence via a "common stake" in the organization's purpose, which leads to relationships of trust and respect

describe team management (9,9).

-leaders who exhibit "high-high" leadership has a strong focus on both people and performance

-promotes high degree of participation and teamwork, satisfies basic need of employee to be involved and committed to their work

what is a 9,9 leader like?

stimulates participation, acts determined, makes priorities clear, follows through, behaves open-mindedly and enjoys working

what is the definition of paternalism/maternalism management?

-reward and approval are bestowed on people in return for loyalty and obedience

-failure to comply leads to punishment

describe paternalism/maternalism management.

-leaders who use both 1,9 and 9,1 without integrating the two

-the "benevolent dictator" acts gracious for purpose of goal accomplishment

-treats people as though they were disassociated from the task

-regards the organization as a family

-makes most of the key decisions

-rewards loyalty and punishes non-compliance

what is the definition of opportunism management?

people adapt and shift to any grid style needed to gain maximum advantage

describe opportunism management.

-performance occurs according to a system of selfish gain

-leader uses any combination of the basic five styles for the purpose of personal advancement

-may be seen as ruthless and cunning

-may also be seen as adaptable and strategic

describe hershey and blanchard's situational leadership model.

-the situational leadership approach focuses on the leadership in certain situations

-this model was designed to explain how leaders adapt their leadership style to help followers accomplish goals

describe the two behaviors in the situational leadership model.

-directive behavior: one way communication to clarify what is to be done

-supportive behavior: two way communication to show social/emotional support

based on the situational model, how is the style (directive or supportive) determined based on the situation?

it depends on the follower's development level, or the degree to which followers have the competence and commitment necessary to accomplish a given goal or activity

what is competence and commitment?

-competence: whether a person has mastered the skills to achieve a specific goal

-commitment: whether a person has developed a positive attitude regarding the goal

describe the S1 (directing) style.

-high directive, low support

-leader focuses communication on goal achievement

-spends less time using supportive behaviors

what follower level works best with S1 leaders?

-D1 (enthusiastic beginner)

-low competence, high commitment

describe the S2 (coaching) style.

-high directive, high support

-leader focuses communication on BOTH goal achievement and supporting subordinates' socioemotional needs

-requires leader involvement through encouragement and soliciting subordinate input

what follower level works best with S2 leaders?

-D2 (disillusioned leader)

-low to some competent, low commitment

describe the S3 (supporting) style.

-low directive, high support

-leader does NOT focus solely on goals; uses supportive behaviors to bring out employee skills in accomplishing tasks

-leader delegates day-to-day decision-making control but is available to facilitate problem solving

what follower level works best with S3 leaders?

-D3 (capable by cautious)

-moderate to high competence, variable commitment

describe the S4 (delegating) style.

-low directive, low support

-leader offers LESS task input and social support; facilitates subordinates' confidence and motivation in relation to the task

-leader lessens involvement in planning, control of details, and goal clarification

-gives subordinates control and refrains from intervention and unneeded social support

what follower level works best with S4 leaders?

-D4 (self reliant achiever)

-high competence, high commitment

given any situation, what two tasks does the leader have based on the situational leadership model?

-diagnose the situation: identify the developmental level of employee

-adapt style: to prescribed leadership style in the model

what is the leader member exchange (LMX) theory?

a relational-based perspective which posits that the quality of leader-follower relationship, conceptualized by a vertical dyad is what ultimately influences outcomes

describe the in-group of the LMX theory.

-small group of followers that are compatible with the leader

-in group followers perform extra roles and the leader gives them extra influence, information, and rewards

-formed through negotiations between the follower and the leader

describe the out-group of the LMX theory.

-out group members are less incompatible with the leader (or maybe they do not want extra roles)

-based on scripted exchanges with the leaders and bound by rules of employment contract

describe the leadership making concept that was added to the LMX theory.

the leader is responsible for attempting to have high quality relationships with each follower by progressively nurturing the relationship over time

what are the stages of the leadership making concept?

-stage 1: stranger phase

-stage 2: acquaintance phase

-stage 3: mature partnership phase

describe the stranger phase.

-characterized by scripted, low-quality exchanges

-there is no trust between leader and follower and both are still motivated by self-interest

describe the acquaintance phase.

-the leader or follower are both "testing the waters" to see if they want to have a better relationship

-trust is growing here and the relationship is starting to move away from self-interest towards the common goal of the organization

describe the mature-partnership phase.

-the dyadic relationship has been tested and the leader and follower now trust each other and are highly dependent on one another

-responsibilities are negotiated as the relationship has become more egalitarian

-the leader and follower are completely dedicated to the collective good of the organization, not their own self-interest

what was found to be the result of high quality leader member exchanges?

-less employee turnover

-more positive performance evaluations

-higher frequency of promotions

-greater organizational commitment

-more desirable work assignments

-better job attitudes

-more attention and support from the leader

-greater participation

-faster career progress

what is adaptive leadership?

-focuses on the adaptations required of people in response to changing environments

-stresses the activities of the leader in relation to the work of followers in the contexts in which they find themselves

-encourages effective change across multiple levels: self-organizational, community, and societal

what is the definition of adaptive leadership?

-the practice of mobilizing people to tackle tough challenges and thrive

-adaptive leaders mobilize, motivate, organize, orient, and focus the attention of others

describe how adaptive leadership is a subset of the complexity leadership theory.

-21st century organizations have knowledge and information as core commodities rather than production of goods

-theory includes administrative, adaptive, and enabling leadership

-focuses on strategies that encourage learning, creativity, and adaptation in complex organizations

what are the types of situational challenges included in the adaptive leadership theory?

-technical

-technical and adaptive

-adaptive

describe technical situational challenges.

problems that are clearly defined with known solutions that can be implemented through existing organizational procedures

describe technical and adaptive situational challenges.

-challenges are clearly defined but do not have straightforward solutions

-leader and followers both tackle problem

describe adaptive situational challenges.

problems that are not clearcut or easy to identify

what are the leader behaviors included in the adaptive leadership theory?

-get on the balcony

-identify the adaptive challenge

-regulate distress

-maintain disciplined attention

-give the work back to the people

-protect leadership voices from below

describe getting on the balcony.

-stepping out of the fray and finding perspective amid a challenging situation, while still staying connected

-moving back and forth as participant and observer

describe identifying adaptive challenges.

-analyzing and diagnosing challenges

-use adaptive leadership behaviors for adaptive challenges and technical leadership for technical challenges

what is the difference between technical and adaptive challenges?

-technical: can be fixed with leader's own expertise and authority

-adaptive: value laden and stirs up people's emotions

what are the 4 archetypes of adaptive challenges?

-gap between espoused values and behavior

-competing commitments

-speaking the unspeakable

-work avoidance

describe the gap between espoused values and behavior.

-when an organization espouses values that is doesn't in reality support by its actions

-ex: claiming to be family friendly but not providing flextime

describe competing commitments.

-when an organization has numerous commitments and some conflict with each other

-ex: wanting to expand services but cutting staff positions at the same time

describe speaking the unspeakable.

-when there are unpopular ideas or conflicting perspectives that people don't care to address

-ex: people afraid to discuss failing skill of an aged, but likable company owner

describe work avoidance.

-where people avoid addressing difficult issues by staying in their comfort zones or by using diversion

-ex: refusing to confront a skilled employee whose performance is slacking because he feels the company suffers from institutional racism

describe regulating distress as a leader behavior.

-helping others recognize the need for change but not become overwhelmed

-monitoring stress and keeping it within a productive range

how can a leader regulate distress?

-cerate a holding environment (leader has to "turn up the heat" sometimes to get the people to face the problem but sometimes if the tension or pressure builds up too much, they must let the steam out)

-provide direction, protection, orientation, conflict management, and productive norms

-be supportive, not enabling

describe maintaining disciplined attention as a leader behavior.

-encouraging people to focus on the tough work they need to do

-helping people address change and not avoid it

what is avoidance?

ignoring the problem, blaming the problem on authority or coworkers, attacking those who want to address the problem, pretending the problem doesn't exist, and working hard in areas unrelated to the problem

describe giving the work back to the people as a leader behavior.

-too much leadership and authority can be debilitating, decrease people's confidence to solve problems on their own, and suppress their creative capacities

-leaders need to be attentive to when they should drop back and let the people do the work that they need to do

describe protecting leadership voices from below as a leader behavior.

-the leader must make sure that each follower's voice is heard

-this means emphasizing the voices in the out-group, which can be difficult as it may upset the in-group

-not only is it the moral thing to do, but the out-group member may also have unique ideas and talents that can benefit the group

what is adaptive work?

-the process toward which adaptive leaders direct their work

-grows out of the communication between leaders and followers but is primarily that work of followers

-conducted in the holding environment

-followers are not submissive to leaders; they are the ones doing adaptive work

what are the strengths to adaptive leadership?

-AL takes a process approach; leadership is a complex transaction between leaders and followers

-AL is follower centered. Adaptive leaders mobilize people to engage in adaptive work

-helps followers deal with conflicting values that emerge in changing work environments

-prescribes useful leadership behaviors

-contributes concept of a "holding environment" as an integral part of the leadership process

how can the adaptive leadership model be applied to real life?

-on individual level, the model provides a conceptual framework to help us determine types of challenges and strategies for managing them

-on organizational level, explains a variety of challenges. Widely used in nonprofits, faith-based organizations, and health care

over time, how have leadership theories progressed?

-leader-centric to more relational-based perspectives

-leaders treating followers in way collective to helping individuals thrive based on the situation or challenge at hand