Leadership

Leadership

1. One-way influence theories

   • Transformational Leadership: The leader uses contingent rewards to positively reinforce performances that are consistent with the leaders wishes (management is by exception). The leader takes initiative only when there are problems and is not actively involved when things are going well (reference).
     • Individualized attention
     • Intellectual Stimulation
     • Inspirational Motivation
     • Idealized influence
   • Situational Leadership: The primary assumption of this theory is the best action of the leader depends on a range of situational factors, meaning that when a decision is needed, an effective leader does not just fall into a single preferred style (REFERENCE).
     • Telling
       • Gives directive behaviour: Tells when, what, where, how
     • Selling
       • Leader must explain why tasks need to be done
     • Participating
     • Delegating
     • Based on decision-making styles
       • Democratic
         • Characterized as shared power
       • Free-reign
         • Characterized as power with
       • Hierachal
         • Characterized as power over
   • Transactional Leadership: Transactional leaders guide or motivate their followers in the direction of established goals by clarifying role and task requirements –Rewards for successfully completing assigned tasks are understood and although punishments are not always mentioned, they are well-understood (Reference).
     • Theory X: Takes an authoritative leadership approach, workers lack motivation (don't enjoy work) so compensation is used as a control
     • Theory Y: Workers are self-motivated who respond to higher satisfactions such as promotion

2. Two-way influence theories

   • Trait Theory
     • Physical
     • Mental
     • Personality
   • Collaborative Theory: The role of a collaborative leader is to build and maintain relationships of various parties that have come together all sharing common interests and goals
     • Embraces a team approach
     • Can be effective in both public and private settings
     • Based on influence
     • CLAM model: 1. Connect, 2. Consider, 3. Communicate, 4. Create, 5. Confirm, 6. Congragulate
     • Recognize both sides of the conflict
     • Can be categorized by two categories
       • Situational Hierarchy
         • A strategic decision that must be made by the leader and cannot be a collaborative effort is an example where situational hierarchy comes into play here, especially as not all information can be shared with all employees
         • Necessary for specific situations or decisions and refers to circumstances when the leader or his/her inner circle of management must make decisions or take action without input
       • heterarchy
         • Follows the philosophy that every employee in an organization has a responsibility to contribute to the mission or goal through lateral coordination, without focusing on positional boundaries
         • Connections and relationships aren’t based on position, power or rank, but on values and outcomes
         • The culture is open and shared

3. People behave according to three principles of nature

   • 1. Maslow’s Hierarchy of Needs
     • Growth needs: Concerned with personal development; Basic needs normally take priority over growth needs - Ex. Someone who lacks food and water will not normally attend to justice or beauty needs
       • 2. Herzberg’s Hygiene and Motivational factors
         • Motivators (Satisfaction motivators)
           • Responsibility and Achievement
           • Personal Growth and Advancement
           • Challenging work and Recognition
         • Hygiene factors (Dissatisfaction motivators)
           • Working conditions and Relationship with coworkers
           • Company policies and Supervisory practices
           • Job security and Compensation (salary/wages, benefit)
       • 3. Theory X and Theiry Y
     • Deficiency needs: Known as basic needs ; Lower level -Ex. Physiological: Food, water, sleep; Psychological: affection, security, self-esteem - If they aren’t met by an individual then that person will strive to make up for that deficiency, these needs must be satisfied before striving to achieve any higher-level needs
     • Knowing where a person is located on this scale aids in determining an effective motivator
       • What motivates Leaders? : 1. A vision they want to share with others; 2. To make their world (organization, city, country) better, in a truly altruistic way/ to improve the safety of their organization or community; 3. They have narcissistic tendencies, in that they seek leadership for admiration and worship from their followers; 4. Power and control; 5. Financial gains; 6. Ambition and progression from current position
         • Authentic Leadership
           • Characteristics of an authentic company: Purpose, Values, Heart, Relationships, Self-Discipline
           • Understandand balancing extrinsic and intrinsic motivations; It is fine to be motivated by extrinsic factors (i.e. money, status, material possessions etc.) but they should not control you nor should they be your only motivator. Intrinsic motivators provide fulfillment in your work and life.
           • core premise is genuineness; for a leader to do the right thing and be who you are.
           • Their behaviour style is dictated by the needs of the environment.
             • delegative
               • example: economic policies held by capitalist countries.
             • participatory
               • example: Smaller organizations
             • authoritarian
               • example: Queen Elizabeth I
         • Toxic Leadership
           • Characteristics of a destructive leader: • Pathological lying • Outward glibness and charm • High intelligence • Ability to manipulate people and their situation in their favour • Inability to recognize they were in the wrong
             • Violent: Ex. Corporate Psychopath: prone to the selfish, callous, and remorseless use of others
           • Commonality between them all is their inability to admit their own incompetence
   • Theory X and Theory Y