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Leadership and Motivation (Basis (Definition No single definition …
Leadership and Motivation
Basis
Definition
No single definition
"The behaviour of an individual directing the activities of a group toward a shared goal" (Hemphill & Coons)
Many different aspects of leadership (power, culture, change, followership)
Good leadership is subjective, because focus is on different aspects
Perspectives
Power perspective: Leadership as process of influencing others to understand and agree about what needs to be done and how to do it (Yukl, 2006)
Representative perspective: Leaders as those who best represent the values of their followers and are better at solving their problems and achieving their goals *Humphrey, 2014)
Leadership vs Management
Management is about coping with complexity. Leadership, by contrast, is about coping with change (Kotter, 2001)
Leaders set directions, managers plan and budget
Leaders align people, managers organise and staff
Leaders motivate others, managers control and solve problems
Different Approaches
Leader centric: Trait, Behavioural, Contingency, Transformational
Follower-centric: Implicit Leadership (everyone has an own type of ideal Leadership and you only follow a leader if his behaviour fits your stereoptye), Prototypicality (follow a person if it is a prototype of the follower group) -> If this approch is true, what are the implications for Motivation?
Relationship-centric:LMX, trust
Transactional Leadership
Laissez-Faire
Absence of Management and leadership
Mamagement by Exception
correct behaviours when it's going in a wrong direction, otherwise no intervention
Active: leaders focus on follower's mistakes and failures
Passive: leaders wait until mistakes can no longer be ignored
Contingent Reward
Leaders make rewards/punishments contingent on followers' Meeting a specified performance target
Evidence (Judge & Piccolo ,2004)
Negative Impacts of Laissez-Faire and passive management by exception on worker Outcomes (satisfaction, Motivation, leader effectiveness and org. Performance)
Low positive effects of active management by excpetion, still negative on performance
Strong effects of contingent reward Management, moderate for performance
Transformational Leadership
Four Factors
Insprirational Motivation
Encouraging employees to achieve more than what was thought possible
Inspiring employees to surmount psychological setbacks and external obstacles
Intellectual Stimulation
Encourage employees to think for themselves and question their own views
Individualised consideration
Paying Special Attention to employees' indvidual Needs for achievement and development and act as mentor
Idealised Influence
Leaders’ behaviors that are motivated by what is best for the organization and its members
Providing a vision for the future and creating a collective sense of mission
TED Talk - SImon Sinek
Leaders differentiate in their scope of awareness about what they do, how they do it and why they do it (Golden Circle)
Those that act and communicate from the inside (why?) are more successful (e.g. sales: everything we do, we believe in what we do and we do it for you
Leaders can either have a plan or a belief and we follow those with a belief for ourselves, because we share the belief -> difference between transactional and transformational leadership
Transformational relationship: you want to achieve the goal because it is also your Goal -> transactional leaders motivate you with your pay-cheque (external), with transformational, it's internal
Contingencies
Good
in developing markets, where you need creativity and flexibilit, have flat hierarchies, high skills and a democtratic culture to build your business
Not good
hierarchical, bureaucratic enviromnent, low-skill and routine tasks (Taylorism) where People are motivted by Money and power
Charismatic Leadership
(Idealised influence & Inspirational motivation)
Charisma: Followers’ belief that the leader possessed unusual and exceptional qualities (Weber, 1947)
Attributions that followers make about the leader (Conger & Kanungo, 1998)
Leadership exists “in the eyes of followers” (Conger, 1999, p. 153).
Leaders’ ability to act in ways that encourage followers to perceive the and their visions as extraordinary
Actual leadership behaviors (House, 1977) -> Very similar to transformational leadership behaviors
-> Some say it’s part of the first two dimensions of transformational leadership; others say it’s different: if your followers believe in you because you have charisma
General Contingencies
Follower affect: emotions and state of mind affecting Performance, attitudes and motivation
Relationship between leader and Follower: LXM qualities, strucutural and physical distance
Context: culture of the org, bureaucracy, sector