Flashcards
Leadership
Cards in this deck (27)
- 1What is Leadership?Ability of a person to influence others towards the accomplishment of common objectives without using formal authority.
- this definition encompasses both transactional & transformational leadership elements - 2Managers v Leaders 1st Broad Difference1. The approach towards the context - as manifested in the ability to set new visions, values, & policies, and mobilising resources.
- Leaders have the capability to conquer a potentially suffocating context, whereas managers surrender to it. - 3Managers v Leaders 2nd Broad Difference2. The approach towards people as manifested in ability to get peoples, commitment through inspirational and persuasive methods (leaders) as opposed to by exercising authority.
- 4Leader1. Long-term perspective
2. Look beyond one’s unit
3. Influence beyond the unit
4. Understands the intangible, non-conscious and irrational aspects of behaviour
5. Political skills to deal with conflicting demands of multiple constituencies
6. Constant revision & renewal
7. Can perform without organisational support
8. Relies on personal, persuasive power (authority by acceptance)
9. Policy maker
10. Mobilises resources
11. Primary focus on people - 5Manager1. Short-term perspective
2. Focus within the unit
3. Influence within the unit
4. Understands the formal, tangible & rational-legal aspects of behaviour
5. Discomfort with conflicts and the demands of multiple constituencies
6. Smug with existing state of affairs
7. Leans heavily on organisational support
8. Relies on positional power (authority by appointment)
9. Policy implementer
10. Constrained by the given resources
11. Primary focus on task - 6Transactional V Transformational LeadershipTransactional Leadership: Influencing & changing behaviour of people into better performance on an existing task. Appeal is to the lower order needs of followers
Transformational Leadership: Influence towards new visions, values, strategies & practices. Appeal is to the higher order needs of followers. - 7Leader-Managers- Managers have positional authority.
-However, long-term effectiveness depends on ability to get things done without using such authority.
- i.e. managers should get their authority accepted ( a leadership attribute)
Therefore, every manager should be a 'leader-manager' - 8The Boss & the Leaderrefer box on p 320 of text.
- 9Functions of a Leader (1)- Leader is an agent of change.
- visualises new goals/directions and the compatible value systems
- persuades followers to accept desired changes & value systems
- remaining tasks more of a managerial nature: planning, milestones, motivating, rewards, etc
- adapt to changes along the way
- Therefore, leader has to alternate between 'leadership' & 'management' functions.
- therefore, organisations need 'leader-managers', not just leaders or managers. - 10Functions of a Leader (2)- Management is a sub-function of leadership.
- useful distinction at the conceptual level, but the two roles can rarely be separated in practice. - 11Functions of a 'Leader-Manager' (Transformational)1. Envisioning goals & visions
2. Affirming values
3. Motivating & creating positive attitudes among 'followers'
4. Managing
5. Balancing internal & external subsystems
6. Communicating
7. Serving as a symbol - of group's unity, goals, values, ideologies, struggles, achievements.
8. Representing the group
9. Periodically renewing - 12Functions of a 'Manager-Leader' [Transactional]1. Giving/seeking information: informing, clarifying, montoring
2. Making decisions: problem-solving, planing/organising, consulting/delegating
3. Building relationships: conflict management & team building, networking, supporting
4. Influencing people: motivating, rewarding/recognising - 13Leadership Styles [MIND]MIND
1. Meditative (planning): derives goals from systematic analysis of env changes, implements through rationale choice of qualified/experienced people
2. Intuitive (charismatic): derives goals from own holistic perceptions, hunches & gut feelings, implements through committed followers
3. Negotiative (political): derives goals from a consensus view of followers, implements through partitioned allocations of work & benefits among followers.
4. Directive (bureaucratic): generally receives goals from bosses, implements through enforcement of rules & procedures. - 14Theoretical ApproachesThree Approaches
1. Great-person theory (trait theory) - a function of a set of traits possesses by the person
2. Zeitgeist theory (spirit of the times) - which creates a leader out of any person irrespective of their qualities
3. Contingency theory (situational theory): a function of the fit between a person's qualities and the requirements of the situation - 15Centralised v Distributed Leadership- The four approaches ignore the effect of the environment in which a leader has to operate in facilitating or hindering leadership interventions.
Leadership in-charge (centralised leadership): associated with positions and based on formal authority, hierarchy & centralised resources.
Leadership in-front (distributed leadership): available at different levels of an organisation, operated through informal networks and fluid & flexible hierarchy with many power centres.
-this leadership is the need of the hour (per scholars), peer-based, not rank-based management; not sequential, but concurrent & collective leadership. - 16Leaderless OrganisationsOne in which the leader's influence is all pervasive without the personal visibility of the leader, and is created by building the right structure, systems, processes & culture in the organisation.
e.g: 3M [Minnesota Mining & Manufacturing Company] - distributed or leaderless - value systems, structures & reward systems setup throughout the organisation to promote a very strong innovative culture tht resulted in thousands of new products being created. - 17Empirical Studies on Leadership1. Traits/Universal Attributes Approach
(1800s to 1940s; revived in the 1990s)
2. Behavioural/process Approach
(1940s to 1970s; revived in the 2000s)
3. Situational / contingency approach
(early 1960s to the present but no longer very active)
4. Transformational/Charismatic approach
(started in the late 1800s, rediscovered in the 1970s, and active since the 1980s) - 18Studies under Trait Approach-intuitively appealing to early researchers.
-unproductive search for unique set of qualities, results always inconsistent.
-pioneer in this line of research: Ralph Stogdill (1948, 1974)
-appears that trait researchers find in leaders those traits that they look for rather than those which leaders actually possess.
- research reoriented towards skills, attitudes & attributes. - 19Studies under Behavioural approach (1)- explains leader effectiveness, especially acceptance of the leader by followers as a function of the leader's behavioural styles
Behavioural leadership styles: autocratic, democratic, paternalistic, consultative, laissez-faire. - 20Studies under Behavioural approach (2)Iowa Leadership Studies: studies of boys clubs, quantity of work same under autocratic & democratic leaders, while quality & member satisfaction higher under democratic leaders.
Ohio state leadership studies: Leader Behaviour Description Questionnaire (LBDQs) filled by subordinates, Leader Opinion Questionnaire (LOQ) completed by managers; initiating structure - extent of concern on task accomplishment, consideration - extent of concern for followers needs / aspirations.
Michigan Leadership Studies: focused on transactional type leadership, production centred & employee centred, similar to earlier catgeories.
- Integrative Models (task v relationship): system-4 management, managerial grid - refer p330 of text - 21Studies under the situational approach1. Fiedler's contingency model
2. Situational leadership theory of Hersey & Blanchard
3. The path-goal theory of house & associates
4. normative decision styles model of Vroom, Yetton & Jago
5. Leader-member exchange (LMX) of Graen & associates
6. Leader substitutes theory of Kerr & Jermier
7. GLOBE project on leadership by house & associates - 22Fiedler's Contingency Model [Least Preferred Co-Worker (LPC) Scale]Least Preferred Co-Worker (LPC)
Scale used to measure the 'orientation' of leaders, where a favourable rating for the least preferred co-worker by the leader is treated as an indication of of a high degree of people-orientation on the part of the leader. - 23Situational Leadership Theory of Hersey & BlanchardLeadership is a function of the fit between a person's qualities and the requirements of the situation, with the additional connotation that the situational model is used for describing the need for leaders to change styles with the changes in the followers' level of work-related maturity.
-also known as the Contingency theory
-details on p 331-332 - 24Hersey & Blanchard's Situational Leadership- Situational Leadership is a leadership style that defines a leader that adapts their style of leading others per situation.
-The situations are divided up into four categories: S1, Directing; S2, Coaching; S3, Supporting; S4, Delegating.
Each category pairs with its corresponding Development Level: D1, Low Competence & High Commitment; D2, Some Competence & Low Commitment; D3, Moderate Competence & Variable Commitment; D4, High Competence & High Commitment. - 25Situational Leadership Diagram Depiction
- 26The Path-Goal theory of House & Associates (1)- Leader effectiveness is a function of a leader's ability to set attractive goals to followers and facilitate the path towards achievement of such goals.
- adds a 3rd dimension to situational leadership theory - the motivation of the actors.
- based on Vroom's 'Expectancy' theory.
- Essence of path-goal theory is that leader's engaging in behaviours that complement the subordinates' environment, abilities and aspirations will be more effective in achieving work performance & subordinate satisfaction. - 27Path-Goal Theory (2)- Four leadership styles, their focus areas & when suited:
1. Directive style: focus on tasks & rules as motivators - when task is ambiguous & unstructured.
2. Supportive style: focus on relationships within the group - when subordinates lack confidence.
3. participative style: focus on joint generation of ideas within the group - when task is unstructured & subordinates have ideas about structuring the task or when there are disagreements about the reward system.
4. achievement-oriented style: focus on setting challenging goals for the group - if goals are not challenging enough to motivate.
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- MBA Organisational Behaviour (Leadership) Flashcards on Leadership, created by pelikanbrief on 01/06/2014.
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