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ADMN 2220 Chapter 12

Leadership Overview

  • Chapter 12 focuses on various aspects of leadership.

Learning Objectives

  • Understanding leadership and its range.

  • Distinction between managers and leaders.

  • Exploring transformational leadership and path-goal leadership.

  • Overview of other managerial leadership theories.

  • Identifying attributes of effective leaders.

Leadership Defined

  • Leadership is the ability to influence, motivate, and enable others for the organization's effectiveness.

    Tim Fraser

Range of Leadership Model

  • The Full Range of Leadership Model includes:

    • Effective Leadership Styles:

      • Idealized Influence

      • Inspirational Motivation

      • Intellectual Stimulation

      • Individualized Consideration

    • Ineffective Leadership Styles:

      • Management by Exception

      • Laissez-Faire Leadership

Transactional Leadership

  • Laissez-faire Leader:

    • Avoids decision making and responsibility.

  • Management by Exception (Active):

    • Monitors for rule deviations and intervenes when standards are not met.

  • Leadership contingent on reward management through controlling rewards.

Managerial Leadership

  • Defined as daily activities guiding employee performance and well-being.

  • Differences from Transformational Leadership:

    • Managerial assumes stable environments and is micro-focused.

    • Transformational leadership is macro-focused and dynamic.

Differences Between Managers and Leaders

Aspect

Management

Leadership

Focus

Day-to-day caretaking

Long-term objectives

Behavior

Supervisory

Leading for change

Role

Administers subsystems

Innovates for entire organization

Question

How and when

What and why

Influence Strategy

Transactional

Transformational

Approach

Control strategies

Empowering strategies

Position

Status quo supporter

Status quo challenger

Transformational Leadership

  • Changes teams and organizations by:

    • Creating and communicating a vision.

    • Modelling and inspiring employees.

Transformational Leadership Elements

  1. Develop/Communicate the Vision:

    • Use symbols and metaphors; communicate humility and passion.

  2. Model the Vision:

    • Leader's actions symbolize the vision; builds trust.

  3. Encourage Experimentation:

    • Promote questioning of practices and support learning.

  4. Build Commitment to the Vision:

    • Use recognition and celebrations to strengthen commitment.

Charismatic Leadership

  • Charisma as a quality that distinguishes individuals from ordinary people.

    • Can create dependency in followers and may lead to self-interest focus.

Evaluating Transformational Leadership

  • Associated with higher satisfaction, commitment, performance, and creativity.

  • Limitations include potential circular logic: does inspiration come from leaders or their visions?

Leadership Perspectives Interdependence

  • Transformational and managerial leadership interdependent but distinct perspectives.

Task vs. People Styles of Leadership

  • Task-oriented Behaviors: Assign tasks, clarify duties.

  • People-oriented Behaviors: Recognize contributions, care for needs.

  • Two styles required, each having different effects on employees.

Path-Goal Leadership

  • Leaders motivate followers through expectancy theory and rational decision models.

  • Leadership style depends on the employee's skills and situational context:

    • Four Styles:

      • Directive

      • Supportive

      • Participative

      • Achievement-oriented

Situational Leadership Model

  • Focuses on the readiness of followers; leader adjusts style based on follower ability and motivation.

    • Four Styles: Telling, Selling, Participating, Delegating.

Fiedler Contingency Model

  • Leadership effectiveness based on matching the leader’s style with the degree of authority and influence in a situation:

    • Conditions: Leader-member relations, task structure, position power.

Servant Leadership

  • Focused on serving followers to fulfill their needs, with characteristics like humility and ethical actions.

Shared Leadership

  • Leadership viewed as a collective role, encouraging collaboration and delegation.

Authentic Leadership

  • Consistent behavior aligned with personal values; encourages commitment and ethical standards.

    • Promotes self-awareness through self-reflection.

Implicit Leadership Perspective

  • Followers' perceptions influence effectiveness evaluations through:

    • Leadership prototypes and the romance of leadership effect.

Attributes of Effective Leaders

Personality Traits

  • Extroversion and conscientiousness predict effective leadership.

Self-Concept

  • Clear self-identity, positive self-evaluation as leaders.

Leadership Motivation

  • Strong desire to lead and drive.

Drive

  • Achievement-oriented, inquisitive, and bold.

Integrity

  • Consistency in actions and ethical decision-making.

Knowledge

  • Deep understanding of the organization’s environment.

Cognitive/Practical Intelligence

  • Above average cognitive abilities to analyze complex situations.

Emotional Intelligence

  • Ability to recognize and regulate emotions in self and others.

Task-Oriented Leadership

  • Less critical when performance systems keep employees aligned; emphasizes potential skill variations among employees.

Gender Issues in Leadership

  • Similar task and people-oriented styles between male and female leaders.

  • Women often rated higher on emerging leadership styles despite stereotypes.