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Leadership - Coggle Diagram
Leadership
Leadership
Definition
- Leadership a process in which one member of group influences/impacts other group members
- Directs them to fulfilling defined organisational goals
Views on Leadership
- Leader key for success/failure
- Leader not important
- Success/failure depend on outside factors
Outside Forces
- Group members
- Market forces
Approaches
- Trait
- Style
- Behavioural
- Situational
Trait Approach
- Who are leaders & what traits they have
- Whether leaders are people w. particular traits
- Slightly higher intelligence than average member of group
- Extraversion
Explanation of Traits
- Leader about communicating
- Communicate at level of subordinates so cannot be too intelligent
Style Approach (Lippitt & White, 1943)
- Autocratic
- Democratic
- Laissez-faire
Autocratic
- Organise club activities
- Aloof & focus exclusively on task at hand
Evaluation
- Liked less
- Group atmosphere dependent & self-orientated
- Productivity high if leader present
Democratic
- Call for suggestions
- Behave like ordinary club members
Evaluation
- Liked more
- Group atmosphere friendly, group-centred, task-orientated
- Productivity high & relatively unaffected by presence/absence of leader
Laissez-Faire
- Leave group to own devices
- Intervene minimally
Evaluation
- Liked less
- Group atmosphere friendly/group-centred/play-orientated
- Productivity low if leader present
- Increases if leader absent
Behavioural Approach
- Emphasis on task vs emphasis on relationship
Situational Approach (Blanchard et al., 1985)
- Task/relationship emphasis dependent on situation
Dimensions
- Leadership style
- Development level
Leadership Style
- Directive behaviour
- Supportive behaviour
Development Level
- Degree to which employees have competence to accomplish task
Leader Types
- Delegating
- Participating
- Selling
- Telling
Delegating
- Low supportive
- Highest developed
Participating
- High supportive
- High developed
Selling
- High supporting
- Low developed
Telling
- Low supportive
- Lowest developed
Types
- Transactional
- Charismatic
- Transformational
Transactional Leadership (Burns, 1978)
- Exchange relationships
- Subordinates fulfil expectations
- Leader rewards/punishes
Advantages
- Clarifies expectations
- Provide recognition for success
- More effective = Good performance
Disadvantages
- Require close honesty
- Require immediate reward/punishment
- Require belief that leader can deliver reward/punishment
- Can lead to dishonesty
Dimensions
- Contingent rewards
- Management by exeption
Contingent Rewards
- Clarify expectations & rewards for meeting them
Types of Corrective Actions
-
-
Charismatic Leadership
- Charisma meaning a divinely inspired gift
- Enthusiastic, self-confident leaders
- Personality & actions influence people to behave in certain ways
Characteristics
- Have a vision
- Able to articulate vision
- Willing to take risks to achieve vision
- Sensitive to follower needs
- Exhibit extraordinary behaviours
Advantages
- Subordinates more likely to succeed & feel fulfilled when exceed
- Emotionally involved
- Willing to invest more
- Excited
- Organisation have clear goal
Disadvantages
- Subordinates develop dependence in needing direction
- See leader as sole source of power/wisdom/expertise
- Subordinates collapse when leader leave
- Total identification w. leader
- Total devotion & conformity w. leader
Transformational Leadership
- Transform subordinates
- Empower
- Make them better able to do task
- More common in women than men
Transformational Leadership Increases Motivation
- Personal relations
- Charisma
- Inspirational motivation
- Intellectual stimulation
Personal Relations
- Attentive listening
- Supportive climate
- Empathetic
- Accepting of subordinate weaknesses
Charisma
- Make subordinate proud of leader
- Communicate via clear vision
Inspirational Motivation
- Motivate by challenge & meaning
- Motivate by personal example
- Citizenship behaviour or help, hard work, & courteousness
Intellectual Stimulation
- Facilitate creative ideas
- Listen w/out criticising divergent opinion
Affect on Elicit Strong Emotion
- Effect on self-image
- Need for meaning by pursuing vision
- Commitment to leaders' values
- Way to fulfil own basic values
- Leader source of security/order/meaning
Influence on Leadership Types
Study: Psychopathy & Leadership (Landay et al., 2019)
- A: Psychopathy in leadership styles
- M: Meta-analysis
- R: Leadership style influence psychopathy which influence effectiveness
- Less psychopathy in transformational leadership
- Psychopathic leaders slightly less effective
Childhood
- Transformational leaders had supporting but demanding parents
Comparing Leadership
Additional Leadership Types (Cheong et al., 2019)
- Ethical
- Empowering
- Participative
-
-
-
Effective Leadership
Teaching Leadership
- Large environmental effect
- Mainly role model & leadership opportunities
Study: Twin Study
- R: Leadership 30% hereditary
Study: Leadership Interventions
- M: Meta-analysis
- R: Interventions improved ratings of leader performance
- Regardless of theory behind intervention
Study: Effective Leadership (Judge & Piccolo, 2004)
- M: Meta-analysis
- R: Effectiveness depend on leadership type
- Transformational = .44
- Transactional contingent reward = .39
- Transactional MBE-active = .15
- Transactional MBE-passive = -.18
- Laissez-faire = -.37
Explanation
- Transformational > contingent reward
- Contingent reward > transformational
- Transformational = contingent reward
Transformational > Contingent Reward
- Subordinates satisfied w. leader
- Rated leader effectiveness
Contingent Reward > Transformational
- Subordinates job satisfaction
- Leader job performance
- More present in business settings
- Not public/military/education
Transformational = Contingent Reward
- Subordinates motivation
- Organisation performance
Study: Effective Leadership & Innovation (Lee et al., 2019)
- A: Leadership style best for innovative performance
- M: Meta-analysis
- R: Transactional contingent reward & supportive b
Study: Substitutes for Leadership Theory (Kerr & Jermier, 1978)
- A: Whether leadership always needed
- R: Identified neutralisers that make leadership less effective
Neutralisers
- Good task control
- Indifference toward reinforcement
- Intrinsically fulfilling task
- Simple task
- Cohesive team
- Leader w/out authority
- Team physically distant from leader
Implications
- Leader not always needed
- Important to focus on other elements
Usefulness
- Though old is useful as concept
Management
Study: What Managers Do (Mintzberg, 1975)
- A: Investigation into managerial roles
- R: Decision-making as in distant history
- Myth vs findings of behaviours
Myths
- Amount of time
- Type of behaviour
- Type of evidence
- Type of decision-making
Amount of Time
- Myth that most time spent on planning
- Found most time spent on routine acts
- Ceremonial
- Negotiations
- Links w. external bodies
Type of Behaviour
- Myth that are reflective & systematic planners
- Found that are fast-paced
- Quick decisions
- Little reflection
- Mostly responsive acts
Type of Evidence
- Myth that use formal aggregated data
- Found that use verbal communication
Implication
- Info for decision-making not filed
- Reluctant to delegate tasks
Type of Decision-Making
- Myth that use scientific & professional decision-making
- Found that use intuition
Managerial Roles
- Planning
- Organising
- Coordinating
- Control
Study: Promotion (Luthans et al., 1985)
- A: Who gets promotes more quickly
- R: Those who network w. outsiders
Explanation
- Less time for planning
- Less time for decision-making
- Less time for controlling
- Less time for HR activities
- Motivating
- Reinforcing
- Staffing
- Training
- Managing conflcit
Study: Managers & Leaders (Zaleznik, 1977)
- A: Managers vs leaders
- R: Differences on range of plains
Planes
- Background
- Development through
- Organisation & stability
- Self-concept
- Goal attitude
- Problem-solving
- Relations
Background
- Managers 'once-born'
- Leaders 'twice-born'
Development Through
- Managers through socialisation
- Leaders through personal mastery
Organisation & Stability
- Managers high
- Leaders low
Self-Concept
- Managers belong to conservators
- Leaders outsiders to change
Goal Attitude
- Managers arise from necessity
- Leaders proactive
Problem-Solving
- Managers balance opposing views
- Leaders create new views
Relations
- Managers win-lose to win-win which perceived by others as manipulative
- Focus on procedure
- Communicate indirectly
- Buy time
- Leaders laden w. emotion
Critical Evaluation
- Reproduced in 'Best of HBR' (2004)