leadership
the ability to influence a group toward the achievement of a vision or set of goals
non-sanctioned leadership
often as important or more important than formal influence
traits, behaviors, situations, effectiveness
what makes a leader
trust
a psychological state that exists when you agree to make yourself vulnerable to another because you have positive expectations about how things are going to turn out
trust
primary attitude associated with leadership; when broken, can have adverse effects on a group's performance
propensity to trust
how likely an employee is to trust a leader
trait theories
consider personal qualities and characteristics that differentiate leaders
behavior theories
consider specific behaviors that differentiate leaders
contingency theories
examine the appropriate leadership for the situation
contemporary theories
built on all other theories
extraversion
most predictive trait for leadership; also conscientiousness and openness
mid-range score on the dark tried
associated with effective leadership
emotional intelligence
core component of empathy, another trait that may indicate effective leadership
leaders have an advantage in leadership if they:
like being around people, are able to asset themselves, are disciplined and able to keep commitment they make, and are creative and flexible
two conclusions from trait theory
- traits can predict leadership but,
- traits do a better job predicting the emergence of leaders than they do at distinguishing between effective and ineffective leaders
behavioral theories of leadership
propose specific behaviors differentiate leaders from non-leaders
- implies we can train people to be leaders
initiating structure
extent to which a leader is likely to define and structure his and his subordinates' roles to achieve goals
consideration
extent to which a leader is likely to have job relations characterized by mutual trust, respect for subordinates' ideas and regard for their feelings
true
leaders who have certain traits and who display culturally-appropriate consideration and structuring behaviors do appear to be more effective
- traits and behaviors do not guarantee success
fiedler contingency theory
effective group performance depends upon the proper match between the leader's style of interacting with subordinates and the degree to which the situation gives control to the leader
least preferred coworker questionnaire
favorable terms = relationship-oriented
unfavorable terms = task-oriented
- assume a person's leadership style is permanent
leader-member relations
degree of confidence, trust, and respect subordinates have for their leader
task structure
degree to which job assignments are proceduralized
position power
influence derived from one's formal structural position; includes power to hire, fire, discipline, promote and give salary increases
situational leadership theory
a contingency theory that focuses on the followers; contingent on the level of followers' readiness
unable and unwilling
give clear and specific directions
unable and willing
both high task orientation and high relationship orientation
able but willing
supportive and participative style
able and willing
minimal or no action
path-goal theory
leader's job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group
- considers expectancy theory
leader-participation model
relates leadership behavior to subordinate participation in decision making; the form and amount of participative decison making in different situations
- argues that the way leaders make decisions is as important as what they decide
leader-member exchange theory (lmx)
a theory that supports leaders' creation of ingroups and outgroups; subordinates with ingroup status will have higher performance ratings, less turnover and greater job satisfaction
charismatic leadership
a theory that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors
transactional leadership
leaders who guide or motivate subordinates in the direction of established goals by clarifying role and task requirements
transformational leadership
leaders who inspire followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers
how transformational leadership works
decentralization of responsibility, propensity to take risks, creativity, greater agreement among top managers about the organization's goals, compensation geared toward long-term results
authentic leadership
focuses on the moral aspects of being a leader
- know who they are, know what they believe in and value, act on those values and beliefs openly and candidly, are considered to be ethical people
- the result: people come to have faith in them
socialized charismatic leadership
leadership that conveys other centered values by leaders who role-model ethical conduct
ethical leadership
leadership is not value-free
- for it be effective, it is not enough for leaders to simply possess high moral character; must persuade others to follow their standards
servant leadership
- servant leaders go beyond their self-interest and instead focus on opportunities to help followers grow and develop
- characteristic behaviors include listening, empathizing, persuading, accepting stewardship, and actively developing followers' potentia
attribution theory of leadership
says leadership is merely an attribution people make about other individuals
- suggests that what is important is projecting the appearance of being a leaders rather than focusing on actual accomplishments
plan for a change in leadership
a common failure is companies do poor succession planning
high self-monitors
leadership training is likely to be more effective with
power
refers to a capacity that A has to influence the behavior of B, so that B acts in accordance with A's wishes
dependence
the most important aspect of pwer is that it is a function of
leadership and power
closely intertwined; leaders use power as a mean of attaining group goals
goal compatibility
leadership requires some degree of goal compatibility between leaders and followers
- power does not require goal compatibility, merely dependence
direction of influence
leadership research focuses on the downward influence on one's followers
- power research take all factors into consideration
style; tactics for gaining compliance
leadership research emphasizes ___, power research emphasizes __
coercive, reward, legitimate
formal power
coercive power
dependent on fear of the negative results from failing to comply
reward power
compliance based on ability to distribute rewards that others value
legitimate power
based on a position in the formal hierarchy of the organization
expert, referent
personal power
expert power
influence based on special skills or knowledge
referent power
influence based on identification with a person who has desirable traits, resources
personal; formal
__ sources are more effective than __ sources
damaging
coercive power can be
expert and referent
are positively related to employees' satisfaction with supervision, their organizational commitment, and their performance
general dependence postulate
when you possess anything others require but that you alone control, you make them dependent upon you and, therefore, you gain power over them
the alternative sources of supply
dependence is inversely proporational to
importance, scarcity, non-substitutability
what creates dependence
importance
it must be important to someone to create dependency
scarcity
low supply creates dependency
non-substitutability
the fewer viable substitutes, the higher the dependency
power tactics
ways in which individuals translate power bases into specific actions
examples of power tactics
- legitimacy
- rational persuasion
- inspirational appeals
- consultation
- exchange
- personal appeals
- ingratiating
- pressure
- coalitions
rational persuasion, inspirational appeals, and consultation
are most effective when the audience is highly interested in the outcomes
pressure
tends to backfire
ingratiation and legitimacy
can lessen the negative reactions from appearing to "dictate" outcomes
political skill
their ability to influence others to enhance their own objectives
- more effective users of all the influence tactics
sexual harrassment
any unwanted activity of a sexual nature that affects an individual's employment and creates a hostile work environment
unequal power
sexual harassment can manifest itself because of __ in the workplace
political behavior
activities that are not required as part of one's formal role in the organization, but that influence hte distribution of advantages within the organization
- outside of one's specified job requirements
- encompasses efforts to influence decision-making,
impression management
the process by which individuals attempt to control the impression others form of them
- mostly high self-monitors
- impressions people convey are not necessarily false - they might truly believe them
- intentional misrepresentation may have a high cost
impression management techniques
- conformity
- favors
- excuses
- apologies
- self-promotion
- enhancement
- flattery
- exemplification
ethics of behaving politically
what is the utility of engaging in politicking?
- how does the utility of engaging in the political behavior balance out any harm (or potential harm) it will do to others?
- does the political activity conform to standards of equity and justice?