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

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.