2400 chp 9
Leadership and types of leadership
Leadership: motivating people and gaining their commitment about what needs to be done
- strategic leadership: ability to anticipate and think strategically, and work with others to initiate change for the better
- emergent leadership: degree to which someone with no formal status is perceived to have leaderlike influence
- shared leadership: dynamic team where leadership roles and influences are distributed among members
trait theory of leadership
leadership depends on personal traits of leader
narcissicm
attention seeking, inflated self-view, and general lack of regard for others
leadership categorization theory
people are likely to view someone as a leader when they have prototypical characteristics of leadership
Leader consideration
extent to which a leader is approachable and shows concern and respect for employees
Leader initiating structure
degree to which leader concentrates on group goal attainment
leader reward, punishment and contingent behaviour
reward behaviour: compliments, tangible resources and special treatment
contingent reward behaviour: reward for meeting performance goals
punishment behaviour: use of unfavourable task assignments and withholding rewards
situational theories
Contingency theory: The association between leadership orientation and the effectiveness of the group depends on how favourable the situation is for influencing
- leader-member relations (high or low)
- task structure (high or low)
- position power (high or low)
Participative leadership, adv. and disadv.
when employees are involved in making work-related decisions
advantages:
- motivation and performance - employees contribute to work goals and how to accomplish them
- higher quality decisions - employees taking action
- acceptance of decisions
disadvantages:
- time and energy - calling meetings and coming up with ideas
- loss of power - reduce influence
- lack of knowledge and receptivity
Leader-member exchange theory
focuses on the relationships that develop between the employees and leaders
social exchange theory
people who are treated well by others feel obligated to return same positivity
transactional leadership
straightforward exchange between leader and follower
- set goals and reward performance
management by exception
Leaders taking corrective action based on leader-follower transactions
- MBE active: routinely monitor and correct deviations
- MBS passive: correct after they occur
transformational leadership
provides followers with a new vision that establishes commitment
- intellectual stimulation - think about problems in new ways
- individualized consideration - treat employees as distinct people
- inspirational motivation - communicate visions that are appealing
- charisma - command loyalty
positive leadership
focus on behaviours and interpersonal dynamics that result in positive outcomes
empowering leadership theory
implement conditions where power is shared with employeees
ethical leadership theory
demonstration of appropriate behaviour through personal actions and promote such conduct
- promotion-focused ethical leadership: encourage appropriate behaviour
- prevention-focused ethical leadership: discourage inappropriate behaviour
authentic leadership theory
being true to oneself
- self-awareness: understanding ones strengths and weaknesses
- relation transparency: present authentic self to others
- balanced processing: unbiased analysis of relevant information before making a decision and consider challenging views
- internalized moral perspective: express behaviour that is cnosistent with moral values and standards
servant leadership theory
having genuine concern to serve others
- empowering and developing people - provide others with a sense of personal power and encourage development
- humility - seek contribution of others
- authenticity - express true self
- interpersonal acceptance - understand others to create trust
- providing direction - make sure people know what is expeceted
- stewardship - focusing on service and encourage others to act in common interest
laissez-faire leadership
leadership without leadership
grass ceiling
invisible barrier that prevents women from advancing to senior leadership
role congruity theory
prejudice against female leaders is the result of incongruity of percieved characteristics of women and requirements of a leader
global leadership
leadership capabilities required to function effectively in different cultures
- unbridled inquisitiveness - function well in different cultures
- personal character - emotional connection to people form culture
- duality - manage uncertainty and balance tensions
- savvy - understand country conditions and recognize market opportunities
implicit leadership theory
belief that certain attributes, characteristics and behaviours contribute to outstanding leadership
six global leadership dimensions
value based: ability to inspire, motivate and expect outcomes
team-oriented: effective team building and common purpose
participate: degree to which managers involve others in decisions
human-oriented: considerate leadership
autonomous: independant leadership
self-protective: ensure safety and security