Leadership
Use of non-coercive process of influencing others to ensure that group tasks are accomplished
Process in which one person attempts to define and succeeds in defining the reality of others
Power and influence provide a basis for leadership
Coercive Power
The ability to use force to gain compliance from another
Expert Power
The ability to use one's unique and respected knowledge to influence another
Information Power
The ability to use one's unique knowledge
Legitimate Power
Elected, selected, or appointed position of authority
Referent Power
Possessing positive affect and liking
Reward Power
The use of the right to offer desired incentives
Leadership Emergence
Whether someone is perceived as a leader within a work group
Leadership Effectiveness
What the leader actually accomplishes
Trait Approach to Leadership (Part 1)
Prior to 20th Century, historians posited that leaders are "great men" (people are born leaders; not made)
In the early 20th Century, researchers extended this link of thinking by exploring leadership in relation to personal factors, such as gender, age,
Trait Approach to Leadership (Part 2)
Leadership research based on the trait approach was set aside in the mid-20th Century
After advances in personality theory and measurement, as well as the introduction of meta-analytic techniques, the trait approach returned in the later part of the 20th
Personality and Leadership
Extraversion-Leadership (r=.31)
Concientiousness-Leadership (r=.28)
Openness-Leadership (r=.24)
Neuroticism-Leadership (r=.24)
Implicit Leadership Theories
Suggest that people generally view intelligence as an important characteristic of an ideal leader
Intelligent leaders make sense of greater amounts of information, make better decisions, and more effectively lead teams to success
Intelligence and Leadership
Follower's perception of a person's intelligence is a stronger predictor of whether that person is viewed as a leader
Measured intelligence scores is a comparatively weaker predictor
Leader intelligence matters the most when the leader uses a directive st
Gender and Leadership
42% of all full-time US employees are women
5.3% are Fortune 1000 CEOs
Men have a slight advantage in male-dominated organizations
Females have a slight advantage in female-dominated organizations
Race and Leadership
Perceptions and evaluations of one race versus another seem to explain the lack of representation of minorities in leadership positions
Unconscious bias based in leadership prototypes and stereotypes contribute to perceptions and evaluations of leaders
Initiating Structure
Task-Oriented Behaviors
Consideration
Rational Behaviors
Contingency Approaches to Leadership
Approaches that take into account situational factors
1. Fielder's Contingency Model of Leadership
2. Path-Goal Theory of Leadership
3. Vroom's Normative Model of Leadership
Fielder's Contingency Model of Leadership
Leadership effectiveness depends on the match between the behavior of the leader and the characteristics of the situation
Also predicted that one of the following behaviors come more naturally to a leader (task oriented and relationship oriented)
Least Preferred Coworker (LPC) Scale
Gauges the leader's reaction to a difficult person they have worked with in the past
Positive description indicates leader is relationship oriented
Negative description indicates leader is task oriented
Three Characteristics in which a leader operates
1. Leader-Follower Relations
2. Structure of the Task
3. Position Power of the Leader
Directive Leadership
Clarifying role expectations and coordinating work (similar to initiating structure)
Supportive Leadership
Providing a friendly and communicative atmosphere (similar to consideration)
Participative Leadership
Consulting with employees and involving them in decision making
Achievement-Oriented Leadership
Setting goals for subordinates and motivating them to meet challenging goals
Vroom's Normative Model of Leadership (Five Different Leadership Styles)
1. Decide
2. Consult Individually
3. Consult Group
4. Facilitate
5. Delegate
Vroom's Normative Model of Leadership (Seven Characteristics of the Situation)
1. Decision Significance
2. Importance of Commitment
3. Leader Expertise
4. Likelihood of Commitment
5. Goal Alignment (between employee and company goals)
6. Group Expertise
7. Team Competence
Contemporary Approaches to Leadership
Transformational Leadership Theory
Leader-Member Exchange (LMX) Theory
Authentic Leadership
Servant Leadership
Abusive Leadership
Transformational Leadership
1. Idealized Influence (aka Charisma)
2. Inspirational Motivation
3. Intellectual Stimulation
4. Individualized Consideration
Leads to work unit effectiveness
Transactional Leadership
1. Contingent Reward
2. Active Management by Exception
3. Passive Management by Exception
4. Laissez-Faire Leadership
Leadership-Member Exchange (LMX) Theory
Posits that leaders lead through the unique and dyadic relationships that they build with each of their employees
The degree of trust between leader and employee distinguishes between high and low quality LMX relationships
High-Quality LMX Relationship
Characterized by trust, mutual liking, and professional respect--the leader employee dyad feel a mutual obligation to support each other and to not disappoint
Low-Quality LMX Relationship
Characterized by lower levels of mutual liking, loyalty, and respect--the employee feels an obligation to fulfill tasks in job description but no desire to support the manager
LMX Theory (Antecedents)
-Employee Competence
-Employee Personality
-Perceived Similarity
-Leader Behaviors
-Leader Fairness
-Employee Impression Management
LMX Theory (Consequences)
-Autonomy
-Job Satisfaction
-Organizational Commitment
-Turnover
-Career Success
Authentic Leadership
Emphasizes the values and ethics of leaders
Leaders who remain "true to themselves"
Characterized by: Self-Awareness, Honesty and Sincerity, Strong sense of right and wrong
Servant Leadership
Lead by serving their followers and helping them reach their full potential (care about employees and support employee's career development)
Follower growth, happiness, and well-being viewed as an end in and of itself
Characteristics of Servant Leaders
-Empowering and developing employees
-Humility and modesty
-Authenticity
-Accepting others
-Providing direction
-Serving the broader community
Abusive Supervision
Sustained display of hostile and demeaning behaviors, excluding physical contact
Examples: ridiculing employees, reminding employees of personal failures and mistakes, being rude to employees, invading employees privacy
Leadership Development
In 2014, US business spent over $70 billion on employee training and developing, 35% of which was spent on management and leadership development
Leadership development ensures that managers have leadership skills and thus differs from traditional manageme
360 Training
Pulls information from subordinates, colleagues, and higher-level managers and presents it back to the focal manager
Coaching
Can help managers feel motivated to change and show them how to change
Mentoring
Can also be used to teach managers the norms of the workplace and to provide assistance with problems and challenges
Development Assignments
Managers placed in positions where they acquire skills and knowledge that they will need in a higher-level managerial role
Formal Leadership Training
Over 80% of companies use classroom training as part of leadership development
Limited by lack of training transfer and lower fidelity to real-world situations
70-20-10 Model
70% of development occurs on the job and through novel and challenging assignments
20% occurs through coaching and mentoring
10% happens via classroom training
Legal Issues
Organizations are susceptible to unethical actions, such as workplace discrimination, unsafe working conditions, and providing harmful products and services
Leaders serve as the moral compass for an organization
Abusive supervision can be illegal if it ta
Global Implications
Prototypical leaders vary across cultures, as found by a GLOBE study
Universally Endorsed Traits
Trustworthy
Dynamic
Confidence Builder
Having Foresight
Universally Undesired Traits
Loner
Irritable
Dictatorial
Culturally Specific Traits
Risk Taker
Self-Effacing
Self-Sacrificing
Compassionate
Current Issues and Controversies
Many of the leadership studies are based on traditional organizational structures, as today it is not uncommon for employees to report to more than one manager