Please enable JavaScript.

Coggle requires JavaScript to display documents.

Leadership (Leadership Styles / Types (Transformational (What…

- - - - House (1977)
        
        Leadership arises from the interaction of leader capacities (self-confidence, dominance, moral conviction)
        
        Leader behaviour (successful role modeling one's beliefs and values, articulation of goals and visions, communicating high expectations, tapping into followers motives)
        
        Follower characteristics (motive compatibility, identification with leader)
        
        Situational factors (crises, need for social change)
      - Inspire in their followers
        
        Trust
        
        Loyalty
        
        Devotion
        
        Commitment
      - Three Stages
        Conger (1999)
        New theory
        
        Stage 2 - Forming and relying a vision or idealised goals for the organisation that are siscrepant from the status quo in a way that makes the leader seem out of the ordinary.
        
        Leaders gain followers' trust in the vision and goals, showing how goals can be accomplished by personal example, risk taking, and complete dedication, all out of which are appraised emotionally and cognitively by followers.
        
        Stage 1 - Leader evaluates the situation and followers, identifying shortcomings in the status quo and determining the needs and satisfaction levels of the followers
      - Types
        
        Visionary
        
        Focus on the long-term and using communication skills is able to link his followers goals to the organisations long term goals, specially where followers are not satisfied with the current situation.
        
        Crisis based
        
        Impact is felt in an environment where existing knowledge and resources are inadequate to achieve the goal. The leader communicates what needs to be done, how to do it and what the consequences might be. He or she exhibits a high degree of freedom to act without bureaucratic constrains. Under crisis situations, followers rally around leaders who can correct the situation; this might imply allowing the use of non-traditional methods to solve problems.
      - Four stages model
        Congers & Kuungo (1987)
        
        Continuous assessment of the environment, adapting and formulating a vision which is solution-oriented and very different from the status-quo
        
        Communicate this vision to his followers through emotional appeals laced with symbolism, passion and emotion
        
        Working on building trust based on integrity established by the demonstration of honesty and consistency of action and commitment with followers through exhibition of technical expertise.
        
        Serving as a role model by demonstrating the means to achieving the vision
  - - - Utilises contingent rewards to undrlie the arrangements for explicit or implicit agreement on goals to be reached to obtain the desired rewards or behaviour Bass, as cited in Vito et al., 2014,p810
      - Uses management by exception format to implement a monitoring program that allows them to gather begavioural information to predict or prevent the subordinate from deviating from the agreed upon goals of objectives
      - Generally passive and only take action when a problem arises
        Jude & Piccolo (as cited in Vito et al.,2014, p810)
  - - - A process of constructing an assurance to achievement of organisational objectives while allocating followers to realise the goals
        Yulk (2014)
      - Superior leadership performance that occurs when leaders broaden and elevate the interests of their employees, when they generate awareness and acceptance of the purposes and mission of the group and when they stir their employees to look beyond their own self-interest for the good of the group
        Bass (1990)
      - A type of leadership in which relations between interested parties organised around a collective purpose in such a way that transform, motivate and enhance actions and ethical aspirations of followers.
        Simola et all. (2012)
    - - Intellectual Stimulation
      - Idealised Influence (Charismatic Influence)
      - Inspirational Motivation
      - Individualised Consideration
    - - Exhibit higher visibility and effective communication with people under him
      - Encourage and motivate others to perform more than they originally intended to do through their capacities.
      - Focus on initiating and establishing a change in the organisational groups, oneself and others
      - Concern on added value result achievement
      - Inspire positive change
      - Try to motivate employees to improve the productivity and efficiency
      - Empower followers to increase motivation and commitment
    - - Provide great support towards achieving business excellence
        Fork - Yew (2013)
      - Positive relationship between transformational leadership, business performance and its excellence
        Arshada, Rasilb and Zalin (2016)
      - Positive impact on team and organisational performance
        Rao & Abdul (2015)