Please enable JavaScript.
Coggle requires JavaScript to display documents.
Leadership in Organisational Setting - Coggle Diagram
Leadership in Organisational Setting
Leadership
Influencing, motivating & enabling others to contribute toward the effectiveness & success of the org
Can take the form of a "position" or a "role"
Leadership Quality
: Characteristics that motivates (e.g.: personality, charisma)
Leadership Style
: Leader's behaviour towards followers
Transformation Leadership Style: For leading change, used when there is a major change
Managerial Leadership Style: Leading day-to-day operations
Task-oriented Leadership Style
People-oriented Leadership Style
Servant Leadership style (have a certain agenda)
Path-Goal Leadership Style
Attributes of Effective Leaders
Personality
High extraversion & conscientiousness
Self concept
Complex, internally consistent, clear self-view
+ve self-evaluation
See themselves as both transformational & managerial leaders
Leadership Motivation
Innate motivation to lead others
Strong need for socialised power
Drive
High need for achievement
Inquisitiveness, action-oriented, boldness
Integrity
Truthfulness & consistency of words & actions
Dilemmas assessed using sound values
Related to honesty & ethical conduct
Knowledge of the business
Good knowledge of the org's environment & business
Cognitive & practical intelligence
Above-average cognitive ability
Superior ability to analyze complex alternatives & opportunities
Able to use practical knowledge to solve wicked problems
Emotional intelligence
Able to recognise & regulate emotions in themselves & others
Limitations
Universal approach (Leader attributes have different effects in different situations)
Different combinations of attributes may be equally good (both extraverted & introverted leaders are equally effective)
View leadership w/in ppl (effective leadership depends on leader's relationship with followers)
Link between attributes & effective leadership is muddied by implicit leadership
Attributes indicate leadership potential, not performance
Transformational Leadership
Creating, communicating & modelling a vision
for the org/work unit & inspiring employees to
strive for that vision
Views leader as
Change Agent
(someone who bring about change to the status quo)
Develop & Communicate vision
Frame the compelling vision
Use emotive symbols & metaphors
Communicate with humility, sincerity, passion
Model the vision
Enact the vision (Leader's behaviour symbolise & demonstrate the vision)
2 purpose:
Legitimize vision (Trigger imagination & curiosity)
Build employee trust in the leader (because leader believes it, follower believes its possible)
Encourage experimentation
Encourage employees to question current practices
Supporting a learning orientation
Build commitment to the vision
Continuous communication & contagious enthusiasm
Through rewards, recognition & celebrations
Managerial Leadership
Task-Oriented Leadership
Assign work & clarify responsibilities
Set goals & deadlines
Evaluate & provide feedback on work quality
Establish well-defined best work procedures
Plan future work activities
People-Oriented Leadership
Show interest in others as people
Listen to employees
Make the workplace more pleasant
Show appreciation to employees for their contribution
Are considerate of employee needs
Servant Leadership
Uses
people-oriented leadership style
with a focus on helping followers
find fulfilment, develop themselves & grow
Become better versions of themseves
Tend to possess these leadership qualities:
Selfless, egalitarian, humble, nurturing, empathetic, ethical & natural calling to serve others
Path-Goal Leadership Styles
Directive
Provide psychological structure at the workplace for subordinates (e.g: clarify performance goals & expected behaviour)
Supportive
Provide psychological support at the workplace for subordinates (e.g: show concern for employee needs & well-being)
Participative
Encourage & facilitate employee involvement in decisions beyond normal work activities (adopt consultative stance)
Achievement-oriented
Adopt behaviour that encourage employees to reach peak performance
Set challenging goals, seek continuous improvement in employees (apply self-fulfilling prophecy)
Path-Goal Leadership Theory
Leaders apply one or more leadership styles to influence:
Employees’
expectations
(i.e. their preferred path) for achieving work-related goals
Employees’
perceived valences
(i.e. intrinsic attractiveness/ averseness) of achieving work-related goals
When low in skill & experience
: Apply directive & supportive leadership
When task structure is nonroutine:
Apply directive or participative leadership
When task structure is routine
: Apply supportive leadership
When there is internal LOC
: Apply participative/ achievement-oriented leadership
When there is external LOC
: Apply directive & supportive leadership
When low team dynamics
: Apply supportive leadership
When dysfunctional norms in teams
: Apply directive leadership
Leadership Substitutes Theory
Contingencies (moderating variables) may limit a leader’s influence or make a particular leadership style unnecessary.
E.g.: Cohesive team replaces supportive leadership. OR when followers are very experienced and already know what to do (render task-oriented style irrelevant
Implicit Leadership Perspective
People evaluate a leader's effectiveness in terms of h
ow well that person fits leadership prototypes
& that ppl tend to
inflate the influence of leaders
in org events
Leadership Prototypes
: Preconceived beliefs about the features & behaviours of effective leader
Romance of leadership effect
Amplifies leader’s perceived effect on an organization’s success
Due to need to simplify explanations and for sense of control over the situation
Various perceptual biases may be involved, for example:
Fundamental attribution error: attributing org's success to leader & overlook possibility of external causes (e.g.: good economy)
Confirmation bias: Look only for confirming evidence of that leader being effective