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Leadership (LEADERSHIP EFFECTIVENESS: refers to leader's perf in…
Leadership
LEADERSHIP EFFECTIVENESS: refers to leader's perf in influencing and guiding activities toward achievement of its goals (b/w group phenomenon)
Trait Approach
who you are are
- leaders born w/ something special
- focused on traits that differentiated leaders (physical + personality traits)
META-ANALYSIS OF PERSONALITY/ LEADERSHIP RELATIONSHIP
(*JUDGE et al, 2002)
- personality weakly correlated to leader effectiveness
- measuring effectiveness depends on the role
e.g. is high confidence caused by leadership role or was sth always there
e.g. extrovert --> good communication but high absenteeism
- traits are imp for leadership dev't
- extraversion + conscientiousness correlated with leader emergence
Behavioural Approach
what you do
- weak or inconsistent effects of the 2 categories of behaviour
Ohio State U
- identified 2 leadership behaviours:
consideration - dev. relationships of mutual trust, respect for followers' ideas, regard for their feelings
initiating structure - define and structure own role and those of followers
*Effective leaders are high on both
Univ of Michigan
- identified 2 categories:
employee-oriented / people-oriented
production-oriented / task-oreinted
Contingency Approach
interaction with situation
LEADER (traits, behaviour)
X (interaction
Situation (EE characteristics, task characteristics, org context)
HOUSE'S PATH-GOAL THEORY - adapt style to show follower the path to valued goalsLeader: supportive (similar to consideration), directive (similar to initiating structure), participative, achievement-oriented
Situation: Follower characteristics (personality, ability), Task (complex vs. simple; interesting vs. boring), org context (formal authority system, workgroup)
- high directiveness + simple task = micromanaging
- supportive style raises productivity regardless of type of job, but esp for boring tasks
HERSEY & BLANCHARD'S SITUATIONAL LEADERSHIP -leader must adapt style to match follower's maturity
- employee maturity: competence (knowledge, skills) and commitment (motivation, confidence)
Leader: directing, coaching, supporting, delegating
Situation: competence (job maturity), commitment (psych maturity)
- when competence is low --> offer structure; when high --> delegate
- when commitment is low --> offer support and encouragement; when high, give feedback
- behave diff w/ diff ppl
VROOM & YETTON (VROOM & JAGO) - leader must adjust decision making approach to fit situtionLeader: autocratic, consultative, group/consensus, delegative
Situation: follower characteristics, decision task characteristics
- consensus = everyone feels heard and can live with outcome - most time consuming
Transformational LeadershipTransactional leaders: motivate EE through exchange process (rewarding, correcting)Transformational leaders: motivate EEs by activating their high-order needs
Dimensions:
- idealised influence (role model)
- inspirational motivation (motivator)
- intellectual stimulation (facilitator)
- individualised consideration (coach)
-
EI CONTRIBUTES TO EFFECTIVE LEADERSHIP
(*GEORGE, 2000)
- need EI to accurately assess situation
emotion: high intensity feelings that are triggered by specific stimuli - they interrupt cognitive processes and behaviours + demand attentionEI: ability to understand and manage moods and emotions of self and others4 aspects of EI:
- ability to perceive accurately, appraise and express emotion
- ability to access and/or generate feelings when they facilitate thought
- ability to understand emotion and emotional knowledge
- ability to regulate emotions to promote emotional and intellectual growth
How EI contributes to leadership - 5 essential elements
- dev't of collective goals and objectives
- instilling in others an appreciation of the importance of work activities
- generating and maintaining enthusiasm, confidence, optimism, cooperation, trust
- encouraging flexibility in decision making and change
- est. and maintain a meaningful identity for the org
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GENDER DIVERSITY
Benefits
(Catalyst, 2007)
When greater proportion of women on corp board
- 42% high return in sales
- 66% higher return on invested capital
- 53% high return on equity
- better governance
- lower risk of bankruptcy
(McKinsey, 2007)
When 3+ women in top mgt fn's
- stronger stock market growth
- better work env't and values
- clearer direction
- better coordination and control
- more motivated EEs
BARRIERS TO WOMEN'S ADVANCEMENT
- "double-burden" syndrome (career + family)
- "anytime, anywhere" perf model
- tendency of many women to not promote themselves
- absence of women role models
- tendency for W to network less effectively
- lack of pro-family policies/support services
- decision of women to opt-out and leave workplace voluntarily
DOUBLE-BURDEN SYNDROME LEADS TO BIAS
Women are seen as:
- less likable and hireable
- less suitable for senior positions
- less fit for line jobs in male-dominated industries
- women received lowest ratings
- promoted women received higher ratings than promoted men = willing to take a chance on poor perf males
- perf ratings more strongly related to promotion in women than men #
OVERCOME SELECTION BIAS
Dealing with unconscious bias
- Awareness --> Implicit Association Test
- Analysis of hiring and promotion practices
- Gender-neutral or gender-blind hiring and promotion systems
- Acceptance of men in counter-stereotypical roles
(KARK & EAGLY, 2009)
Explain why women have less access to leadership:
- greater family responsibilities
- ppl are prejudiced against women as leaders
- challenges reside in the structure and culture of orgs
- women leaders likely to have difficulty in gaining authority and feeling accepted and comfortable
- have to contend w/ agentic/communal and leader stereotypes' incompatibility
- yet women have obtained higher ratings than men on leadership style that relates to effectiveness
PROBLEMATIZATION OF WOMEN CONFLICT
(*SHEPPARD & AQUINO, 2013)Queen Bee Syndrome: tendency of token women in sr. org positions to dissociate from their gender and block other womens' ascensionSocial identity theory: ppl tend to favour interacting w/ members of their in-groupBacklash effect: women who succeed at traditionally viewed masculine tasks are rated as unlikable by both men and women
- conflict violates female gender norms, but not male gender norms
- less relationship repair for f-f conflict, than m-m and m-f conflict
- more neg. consequences for women in conflict (less relationships repair, lower job sat, lower affective commitment, and higher turnover intentions)
- suggests observers perceive women to hold grudges
- if mgt fails to intervene in a constructive way and provide support, conflict could be perpetuated over time
leadership: the process of influencing others to understand and agree about what needs to be done and how to do it, and hte process of facilitating individual and collective efforts to accomplish shared objectives (Yukl, 2006)
Leaders require:
leadership skills: align ppl, motivate ppl, set direction and create change
management skills: organise and staff, control and problem-solve, plan and budget