Untitled Flashcards Set

Chapter Twelve:
Leadership in Organizational Settings

Learning Objectives

12-1   Define leadership and shared leadership. 

12-2   Describe the four elements of transformational leadership and explain why they are important for organizational change. 

12-3   Compare managerial leadership with transformational leadership, and describe the features of task-oriented, people-oriented, and servant leadership. 

12-4   Discuss the elements of path–goal theory and leadership substitutes theory. 

12-5   Describe the two components of the implicit leadership perspective. 

12-6   Identify eight personal attributes associated with effective leaders and describe authentic leadership. 

12-7   Discuss cultural and gender similarities and differences in leadership. 

Leadership Defined

Ability to ability to influence, motivate, and enable others to contribute toward the effectiveness and success of the organizations of which they are members.

Leaders motivate and influence others

Leaders are enablers

Photo courtesy of Ryan Girard, PCL Construction

Shared Leadership

The view that leadership is a set of roles, not a position assigned to one person.

Employees lead each other

Shared leadership flourishes where:

Formal leaders are willing to delegate power

Collaborative (not competitive) culture

Employees develop effective influence skills

Perspectives of Leadership

Four main perspectives of leadership:

Transformational

Managerial

Implicit leadership

Leader attributes

Photo courtesy of Ryan Girard, PCL Construction

Transformational Leadership Model

Exhibit 12.1 Transformational Leadership Model

Features of a Shared Vision

Positive image/model of the future that energizes and unifies employees.

Effective vision features:

Describes aspirational future with higher purpose

Distant, goal, challenging objective

Abstract future state

Unifying ideal

Transformational Leadership Elements 1

1. Develop/communicate the vision

Use symbols, metaphors, stories

Frame the vision

Communicate with passion, humility, sincerity

2. Model the vision

Enact the vision (“walk the talk”)

Symbolize and demonstrate the vision

Two functions:

Legitimizes and demonstrates the vision

Builds employee trust in the leader

Transformational Leadership Elements 2

3. Encourage experimentation

Encourage questioning current practices

Support a learning orientation to
discover new practices

4. Build commitment to the vision

Commitment built from communicating,
modelling, and encouraging experimentation

Commitment also built through rewards,
recognition, celebrations

Transformational Leadership and Charisma

Transformational leaders are not necessarily charismatic; charismatic leaders are not necessarily transformational.

Leadership source:

Charismatic leadership – personal trait, referent power

Transformational leadership – set of leader behaviours

Effect on followers:

Charismatic leadership –followers dependent on leader’s referent power

Transformational leadership – followers empowered through leader’s vision, modelling, learning orientation

Risk that leaders become intoxicated by their charisma.

Evaluating Transformational Leadership

Transformational leaders make a difference.

Higher satisfaction, commitment, performance, OCBs, decisions, creativity

Transformational leadership limitations:

Circular logic

Mixed models (mixes behaviour with attributes)

Universal theory

Managerial Leadership

Effective leaders help employees improve performance and well-being toward current objectives and practices.

Managerial leadership vs. transformational leadership:

Stability versus change

Micro/concrete focus versus macro/abstract focus

Transformational and managerial leadership are interdependent.

AzmanJaka/Getty Images

Task versus People Leadership Styles

Task-oriented behaviours:

Assign tasks, clarify responsibilities

Set goals and deadlines, provide feedback

Establish work procedures, plan future work

People-oriented behaviours:

Show interest in others as people, recognize needs

Listen to employee opinions/ideas

Make workplace pleasant

Recognize employee contributions

Both styles are necessary, but have different effects.

Servant Leadership

Serving followers toward their need fulfilment, personal development, and growth.

Selfless, egalitarian, humble, nurturing, empathetic, ethical coaches.

Servant leader characteristics:

Natural calling to serve others

Humble, egalitarian, accepting

Ethical decisions and actions

AzmanJaka/Getty Images

Path-Goal Leadership

Contingency model

Best style depends on employee and situation

Leaders vary styles to:

Clarify P-to-O expectancies

Influence outcome valences

Facilitate goal achievement

Four path-goal leadership styles:

Directive

Supportive

Participative

Achievement-oriented

Path-Goal Leadership Model

Access the text alternate for image.

Exhibit 12.3 Path-Goal Leadership Model

Leadership Substitutes

Identifies conditions that limit a leader’s influence or make a particular leadership style unnecessary.

Task-oriented leadership substitutes

Performance rewards, training employees, co-worker guidance, team norms, etc.

People-oriented leadership substitutes

Supportive co-workers, enjoyable work, employee’s effective stress coping skills, etc.

Research evidence

Substitutes help, but don’t completely replace leaders

Implicit Leadership Perspective

Follower perceptions of effective leaders

1. Leadership prototypes

Preconceived beliefs about the features and behaviours of effective leaders

Favourable evaluation to leaders who fit the prototype

2. Romance of leadership effect

Distort leader’s perceived effect on firm’s success

Reason 1: Simpler explanation of firm’s events

Reason 2: Need for situational control

Personal Attributes of Effective Leaders 1

Personality

Extroversion, conscientiousness, but other Big Five factors also predict

Self-concept

Complex, internally consistent, clear self-view as a leader

Positive self-evaluation

Leadership motivation

Motivated to lead others

Strong need for socialized power

Drive

Initiative, tenacity, ambition, energy, need for achievement

Inquisitiveness, action-oriented, boldness

Personal Attributes of Effective Leaders 2

Integrity

Strong moral principles -- truthfulness, consistent words/actions

Model ethical conduct and signal followers to do same

Apply personal values

Knowledge of the business

Understand firm’s environment

Understand firm’s internal workings

Cognitive and Practical Intelligence

Above average cognitive ability to analyze choices/opportunities

Practical intelligence

Emotional Intelligence

Recognize/regulate emotions in self and others

Authentic Leadership

Know yourself

Engage in self-reflection

Receive feedback from trusted sources

Understand inner purpose

Be yourself

Develop your own style

Self-discipline – anchor around personal values

Maintain a strong, positive self-evaluation

©mentatdgt/Shutterstock 

Leader Attributes Perspective Limitations

Assumes a universal list of traits.

Different attribute combinations may be equally good.

Within person view, but leadership is relational.

Link between attributes and effective leadership is muddied by implicit leadership.

Attributes indicate only leadership potential, not performance.

Cultural and Gender Issues in Leadership

Societal cultural values and practices:

Shape leader’s values/norms

Shape follower prototype of effective leaders

Male-Female Issues in Leadership

Similar task- and people-oriented leadership across genders

Female leaders use more participative leadership

Women perform better on emerging leadership, but gender stereotypes affect followers evaluation of female leaders