OAM Social Networks and Leadership

theory x

assumes that workers are basically lazy, error-prone, and extrinsically motivated

theory y

assumes that employees like work, are creative, seek responsibility, and can exercise self-direction

autocratic

no involving employees in decisions

democratic

allowing employee participation in decisions

Laissez-faire

leave decisions up to employees

leadership attribution error

people have a tendency to over-attribute blame (credit) the leader when a group experiences failure (success), discounting any other reasons

managers

direct, control, and plan the work of others, ensure processes operate smoothly

leaders

motivate, promote team cohesion, inspire people and create a vision

trait approach

traits that distinguish leaders from non-leaders, some differences have predictive value for leader emergence

downsides of trait approach

ignores context where leadership occurs, little support for leader effectiveness, inconsistencies

behavioral approach

what behaviors made others perceive people as leaders

task oriented behavioral approach

provide instructions, assign specific tasks, works best for external locus of control groups

people oriented behavioral approach

show concern and consideration for employee feelings and attitudes, works best for internal locus of contorl groups

downsides of behavioral approach

also ignores situation where leadership occurs, difficult to know which behavioral approach to use, employees don't interperet behavioral the same way

contemporary approach

acknowledge there is no universal behavioral approach or trait, effective leaders adapt their approaches to the group

transformational leadership

effectiveness is determined by charisma, attracting and charming others, comes from learned behaviors

leader-membership exchange (lmx)

leader effectiveness is determined by quality of relationship between leader and follower, trust and respect lead to higher commitment levels

establishing high quality LMX

interactional justice, real-time feedback, mentorship and opportunities for development

servant leadership

effectiveness is determined by how well a leader serves the needs of others, employees who feel understood are more committed

authentic leadership

effective leaders stay true to their own values, not trying to fit into societal expectations, more trust with authenticity

unlocking leadership potential

The best leaders constantly adapt and

draw from different leadership styles

social capital

potential to acquire resources, favors, or information through personal connections

benefits of social capital

jobs filled through personal connections, high quality relationships are the strongest predictor of life satisfaction

central connectors

people who are linked to the greatest number of people

benefits of being a central connector

more access to information and expertise, more resources at your disposal, greater visibility

central connector implications for behaviors

better job performance

boundary spanners

people who connect one disconnected group to another

benefits of boundary spanning

access to unique information, control and leverage how the two groups interact

boundary spanning implications for behaviors

helps job performance if creativity and innovation are important

advise/instrumental ties

relationships people seek out for task-related issues

benefits of advice ties

more likely to develop workable solutions

friendship/expressive ties

relationships that extend beyond job-related information, emotional support and connection

benefits of friendship ties

positive job attitudes and more incentives to stay

strong ties

people you know very well and interact with on a daily basis, marked by intimacy

weak ties

people you know but interact with infrequently, marked by distance

the strength of weak ties

information from strong ties tends to be redundant, more access to different information