Leadership

Leadership

1. Management vs. leadership

   • management
     • coping with complexity
       • Administration of resources
         • Day to Day operation of business
   • leadership
     • coping with change
       • providing vision and strategy
         • motivation and inspiration
     • Theories of leadership
       • trait - distinguising characteristics
         • behavioural - what they do
           • situational/condingency - how leadership and environment interact
             • transformational and charismatic leadership - type of leadership used
               • power and influence - how they exert power
                 • The power approach to leadership
                   • French and Raven 1959
                     • Formal authority is the only kind of power
                       • reward power - the potential of a supervisor to dispense valued rewards
                         • coercive power - the potential of a supervisor to dispense punishment
                           • legitimate power - the right of a upervisoer to influence a subordinate and the obligation to accept that influence
                             • referent power - the identification of the subordinate with the supervisor (want to be like them)
                               • expert power - the knowledge or expertise that a supervisor has
                       • Methods to use formal power and increase power bases (Yukl 1998)
                         • forming coalitions
                           • controlling important decisions
                             • o-opting the opposition ( limiting a strong opponent from joining a committee)
                               • controlling information flow
               • Contemporary leadership style
                 • Transformational leadership - Leaders behave in ways that generate admiration and respect motivate and inspire those around them - appeal to motives or justic, peace and morality
                   • 1. Idealized influence attributed - refers tot he socialised charimas of the leader/whether they are perceived as confident/focus on ethics
                     • 2. idealized influence behaviour - refers to the charismatic actions fo the leader/the values, beliefs centred around this
                       • 3. Inspirational motivation - the way the leader energises thier followers/optimism/future goals/idealised vision
                         • 4. Intellectual stimulation - a leaders actions that appeal to followers' sense of logic and analysis
                           • 5. individualized consideration - refers to leader behaviour that contributes to follower satisfaction
                 • transactional leadership - contrast to transformational leadership
                   • an exchange between leaders and subordinates for goals being met and rewards
                     • Contingent reward - behaviours that focus on the role and task requirements with rewards based on these being fulfilled
                       • Management-by-exception - refers to the active vigilance of the leader whose goal is to ensure that standards ar emet
                         • management by exception - leaders only intervene after mistakes have taken place
               • Leader-Member Exchange
                 • Proposes that leaders adopt different behaviours for different subordinates
                   • Develops and depends on the leader-sub relationship
                 • out group members - low quality relationships with their leader and little latitude for negotiation
                   • in-group members - people who have high-quality relationships with their leader and high latitude for negotiation
                     • more likely to stay in the organisation, see themselves as valuable and as receiving emotional support
                   • Leader relies on formal power and authority to influence
                 • Life cycle of a leader-follower relationship
                   • a dynamic process in which the taks of the leader is to drive the relationship from a tentativ ve first-stage relationship to a deeper more meaningful one
               • full range theory of leadership
                 • hierarchical model that ranges from laissez-faire through to transactionl to transformational leaderhsip
                   • MLQ - self report instrument used in the development and validtion of transformational leadership
                   • Authentic leadership - a leaders sincerity and genuineness
             • success of other theories is dependent upon multiple factors and situations
               • (Fielders) the style adopted by the leader interacts with characteristiccs of the situatoin to determine effectiveness
                 • leader cannot change behaviour readily
                   • task oriented and relationship oriented
                     • a persons predisposition to behave interacts with favourableness of a situation
                       • leader member relatiions, task structure and position power
                 • job maturity - a subordinates job-related ability, skills and knowledge
                   • psychological maturity - the self confidence and self-respect of the subordinate
                   • ( Hersey and Blanchard) subordinate high in maturity would have ability and condience but one low would have neither
                     • those with low maturity - structure styles of leadership work best
                     • those with medium maturity there should be a decrease in maturity style and increase in considerate style
                     • eventually leads to subordinate gaining maturity and becoming self directed
               • House's Path Goal Theory
                 • assumes leaders responsibility to show the subordinate the path to thier goals
                   • supportive and rewarding for reaching goals
                     • Suggests appropriate behaviours need to be selected based on the situation
               • Participative leadership - Vroom - Yetton model
                 • allows subordinates to understand a decision
                   • more likely to identify with the decision and work hard
                     • potential rewards and punishments are clear
                       • better decisions for the skills and talent of the group
           • Ohio State University - the. kinds of behavior engaged in by people in leadership roles
             • Consideration
               • behaviour indicting mutual trust, respect and rapport between supervisor and group
               • Concern for group members needs - includes two way communication and group decision making
             • Initiating structure
               • how the supervisor organises and defines group activities and thier role in the group
               • attempts to reach organisational roles
             • Overtly gender biased and typically referred to leaders as 'he'
             • study was riddled with errors
               • inconsistent from study to study
                 • subject to bias and error (questionnaires)
                   • responses influenced by stereotypes of 'successful leaders'
           • University of Michigan - dynamics of how leaders and groups interacted
             • relations-oriented behaviour - similiar to considerations
               • Strong + correlations with follower satisfaction, motivation and leader effectiveness
             • task-oriented behaviour - similiar to initiating structure
               • strongly related to leader, group and individual performance
             • Participative behaviour - identified as key to group effectiveness - allows subordinates more participatoin in decision making and encourages two way communication
             • most enduring proposed theory and is still referenced today - predicted a wide range of work-related behaviours
         • first approach to leadership theory
           • leaders possess traits that others do not
             • no consistent relationships were found between traits and leadership effectivity - strong focus on productivity
               • empathy, kindness and supportiveness were all studied
               • lack of understanding of leadership involving the buisness, the situation and those under the leader
               • Requires a focus on commitment, motivation and satisfaction not just productivity
           • Douglas McGregors XY theory
             • X - authoritarian, repressive style, tight control, no development
             • Y - liberating and developmental, control, achievement and continuous improvement
       • Great Man theories
         • developed by historians who examined the lives of respected leaders for clues on what made their 'greatness'
           • focused on galvanising experiences
             • admirable traits Such as optimism, persistence and intelligence