CLC Lecture 2

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Studies of leadership traits and characteristics
- Blake & Mouton (1964), DuBrin (2010), Likert (1961), Northouse (2013), Stogdill (1948), Yukl (2012)
Major leadership traits
- Intelligence, achievement, drive, cognitive abilities
- Alertness, persistence, motivation, insight, dominance, integrity, conscientiousness
- Responsibility, initiative, confidence, emotional stability, self-confidence, openness
- Determination, conservatism, task knowledge, agreeableness, self-confidence, cooperativeness, motivation, sociability, tolerance, social intelligence
Sources: "The Bases of Social Power" by J.R.P. French, Jr., and B. Raven, 1962; Zaccoro, Kemp, & Bader (2004)

Leadership style approach
- Blake & Mouton (1964), DuBrin (2010), Likert (1961), Northouse (2013), Stogdill (1948), Yukl (2012)
Questions about strongest trait and skill, trait to develop this year and skill

Leadership style approach
Understanding effective leaders
- Traits (personality) and skills (competencies)
Behaviors of leaders
- Blake & Mouton (1964), DuBrin (2010), Likert (1961), Northouse (2013), Stogdill (1948), Yukl (2012)

Leadership style approach
Two general types of behaviors: task-oriented and people-oriented
Three streams of research
- Ohio State studies: accounting for more than leaders' traits
- University of Michigan studies: leadership in small groups
- Blake and Mouton Grid: people- and task-oriented behaviors in organizations

Transformational leadership
Focus on needs of followers and negative outcomes
Placing transformational and transactional leadership on a continuum
Emphasizing emotional components of charisma
Increasing awareness of task outcomes and considering team and organizational interests

Transformational leadership factors - idealized influence or charisma
Charisma as a special quality of leaders
High moral and ethical standards of conduct
Charismatic leaders transform how followers view themselves and tie their identity to the organization's collective identity

Inspirational motivation:
- Leaders share high expectations with followers and motivate them to be highly committed to the organisation's vision
- Leaders encourage followers to achieve more in the interests of the group
Intellectual stimulation:
- Leaders encourage subordinates to be innovative and creative
- Leaders support followers as they challenge the deeply held values of their leaders, their organisations, and themselves

Individualised consideration:
- Leaders are very supportive and strive to understand their followers' needs
- Leaders coach their followers and help them to achieve self-actualisation
- Leaders delegate challenging tasks to their followers to develop their skills
- Leaders use leadership styles adapted to each of their followers

Contingent reward:
- Leaders and followers exchange effort in exchange for rewards from leaders
- This process implies agreement between leaders and followers on what needs to be accomplished and what each person in the process will receive

Management by exception (MBE) - active (corrective criticism):
- Leaders closely monitor followers to see if they are violating the rules or making mistakes
- When rules are violated and/or mistakes made, leaders take corrective action by discussing with their followers what they did wrong and how to do things right
Management by exception (MBE) - passive (negative feedback and negative reinforcement):
- Leaders do not closely monitor followers but wait until problems occur and/or standards are violated
- Based on their poor performance, these leaders give followers low evaluations without discussing their performance and how to improve

Laissez-faire leadership
Individuals who exercise this type of leadership actually abdicate their leadership responsibilities
Leaders try to not make decisions or to delay making decisions longer than they should, provide subordinates with little or no performance feedback, and ignore the needs of subordinates
"What will be, will be", "hands-off, let-things-ride" approach

Transformational leadership (people/relationship-oriented):
- Exerts influence through motivation and by being seen as a model; inspire others to believe in themselves
- Drives innovation and change: particularly effective during crises
- Recognises needs of followers
Transactional leadership (task-oriented):
- Exerts influence through reward and punishment, according to results
- Clarifies tasks and roles, create structure and rules, provide rewards or punishment; "give and take"
- Excels in management functions
Transformational can complement the effectiveness of transactional leadership rather than replacing it

Leaders are followers, and followers exhibit the skills of a leader
Without followers, the great ideas of leaders could not be accomplished: they are the ones who get things done
All members of an organisation - including leaders - are followers; most members are more followers than leaders
Both followership and leadership include managing upward and downward
To become an effective leader one must first become an effective follower

To encourage followership leaders should:
- Give followers a feeling that they matter and are valued
- Develop a sense of community, to which followers feel that they belong to
- Develop a sense of excitement and challenge so that followers feel excited at work
There can be no leadership without followership

Effective - think critically, are active participants and contributors to the organisation, can manage themselves well, solve problems, and take the initiative to get things done
Yes-people (Conformists) - never question their bosses' judgment and decisions (Pragmatic)
Survivors - shift as the political winds blow and are very good at surviving change without contributing to the organisation
Alienated - critical, disengaged cynics who question almost everything and rarely act
Sheep (Passive) - uncritical, only do what they are told