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Work in the 21 st Century Chapter 12. Leadership. Module 12.1: The Concept of Leadership. Conceptual Distinctions Leadership effectiveness VS. Leader emergence Research indicates that emotional stability, extraversion, openness, & conscientiousness “+” correlated with leader emergence. - PowerPoint PPT Presentation
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Work in the 21st CenturyChapter 12
Leadership
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Module 12.1: The Concept of Leadership
• Conceptual Distinctions
Leadership effectivenessVS.
Leader emergence
• Research indicates that emotional stability, extraversion, openness, & conscientiousness “+” correlated with leader emergence
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Problem of Defining Leadership Outcomes
• Leadership has been variously credited with many different achievements
• Problem in choosing which outcome to examine & which time frame to consider
• There is typically lag time between actions by a leader & outcomes of those actions
Figure 12.1: Toxic Triangle of Destructive Leadership
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SOURCE: Padilla et al. (2007)
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Leader vs. Manager or Supervisor
• Leader– Individual in group given task of
directing task-relevant group activities or, in absence of designated leader, carries primary responsibility for performing these functions
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Leader vs. Manager or Supervisor (cont’d)
• Attempts at leadership– Attempted leadership– Successful leadership– Effective leadership
• Manager or supervisor deals with what is to be done
• Leadership deals with how it is to be done
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Blending of Managerial & Leadership Roles
• Leadership previously seen as “icing on the cake” in managers
• Modern approaches blend many managerial duties with expectations of what represents effective leadership
• Borman & Brush’s taxonomy of managerial performance requirements– Connection b/w leadership & mgmt. very clear
Table 12.1: Areas ofManagerial Responsibility
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KSAOs of Managerial Levels
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Figure 12.2SOURCE: Mumford et al. (2007)
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Leader Development vs.Leadership Development
• Leader development– Develops, maintains, & enhances individual
leader attributes
• Leadership development– Concentrates on leader-follower development– Leadership as social exchange– Interpersonal competence
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Motivation to Lead
• Power motive• Exercise of control over others or environment is
pleasing• Activity inhibition
• Describes person who is not impulsive• Affiliation need
• Need for approval or connections with others
• Those with leadership aspirations tend to have high power motive + high activity inhibition + low affiliation needs
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Motivation to Lead (cont’d)
• Motives to lead– Affective-identity → Desire for control– Instrumental → Personal benefits– Social-normative → Duty to lead
• Bottom line: There are multiple motivations to lead besides the need for power & control
Table 12.2:Motives to Lead
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Module 12.2: Traditional Theories of Leadership
• “Great Man” theories– Life of respected leader examined for clues
leading to his/her greatness– Often focused on a galvanizing experience or
admirable trait– Tend to be of little value from the perspective
of I-O psychology
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Trait Approach
• Prevalent in 1920s & 1930s• Attempted to show that leaders possess
certain characteristics that non-leaders do not• No consistent relationships between traits &
leader effectiveness were found
Table 12.3: Some Characteristics of Leaders that Have Been Studied
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“Power” Approach
• Examines types of power wielded by leaders
• Reward power• Coercive power• Legitimate power• Referent power• Expert power
• Very practical in orientationEmma Lee/Life File/Getty Images
Guidelines on Buildingand Using Power
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Behavioral Approach Ohio State University studies
• Behavioral approach• Focused on kinds of behavior engaged in by people
in leadership roles
• 2 major types of behavior• Consideration• Initiating structure
– Represented a leap forward
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Behavioral Approach University of Michigan studies
• Focused more on dynamics of how leaders & groups interacted
• Task-oriented behavior– Similar to initiating structure
• Relations-oriented behavior– Similar to consideration
• Participative behavior
• Represented another step forward in leadership research
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Contingency Approach
• Proposed to take into account the role of the situation in the exercise of leadership
• Hersey & Blanchard’s situational theory– Proposed leadership depended in part on
maturity of subordinate• Job maturity• Psychological maturity
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Consequences of Participation: Vroom-Yetton Model
• Decision rules regarding participation– Assumes that one of most important
duties of leader is to make decisions– Suggests way to choose a decision-
making strategy– Implication that group decision-making is
not always appropriate
Guidelines forParticipative Leadership
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Module 12.3:New Approaches to Leadership
• Leader-member exchange (LMX) theory– Leaders adopt different behaviors with
individual subordinates– In-group members vs. out-group members– Recent revisions describe “life-cycle” of a
leader-follower relationship
C Squared Studios/Getty Images
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Transformational Leadership (Burns)
• Behavior of inspirational political leaders who transform followers by appealing to nobler motives (MLK Jr. & Gandhi)
• 4 general strategies– Inspirational motivation– Idealized influence
– Intellectual stimulation– Individualized consideration
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Transformational Leadership (Bass)
• Bass perceived transformational leadership as building upon transactional leadership in a hierarchy reflecting effectiveness– “Full-range” theory of leadership
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Hierarchy of Transformational Leadership
Figure 12.3Hierarchical Nature of Transformational Leadership Source: Based on Bass (1997).
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Transformational Leadership:Guidelines
The Charismatic Leader
• Charisma
– Personal attribute of a leader that hypnotizes followers and compels them to identify with and attempt to emulate the leader
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Charismatic Leader
• Followers are emotionally attached to leader, never question leader’s beliefs or actions, & see themselves as integral to accomplishment of leader’s goal
• Acquire some power from situation
• Charismatic style may work to keep followers weak
Morley/PhotoLink/Getty Images
Charismatic Leadership Theory
• Approach with many different versions of thenotion that charisma is related to leadership; (1) in a crisis situation, followers perceive charismatic characteristics in an individual and accept that person as a leader;
(2) certain leader behaviors (use of innovative strategies) contribute to a charismatic aura
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Module 12.4: Emerging Topics & Challenges in Leadership Research
• Leadership in a changing workplace– Teams/groups– Telecommuting– Temporary workers– Fuzzy boundaries of jobs
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Male & Female Leaders: Are They Different?
• Considerable disagreement among researchers
• Women tend to prefer democratic & participative styles; men favor autocratic styles
• Men tend to be more assertive; women more extraverted
• Women substantially more tender-minded
Ryan McVay/Getty Images
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Male & Female Leaders (cont’d)
• Effect of male- or female-dominated industries on leadership styles– Women in male-dominated industries– Men in female-dominated industries
• More research is necessary on gender & leadership
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Personality & Leadership
• 1 or more Big Five factors appear directly or indirectly in all leadership theories
• Big 5 factors emphasize “bright side” of leadership: Effectiveness
• Predictors for leader failure more likely to be found in measures of psychopathology
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Personality & Leadership (cont’d)
• Meta-analysis on relationship between personality & leader effectiveness in 3 settings– Characteristics positively associated with leader
effectiveness in 3 different environments:Industry Government/Military Student
Emotional stability Emotional stability Emotional stabilityExtraversion Extraversion ExtraversionOpenness to experience Conscientiousness Openness to experience
ConscientiousnessAgreeableness
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Cross-Cultural Leadership Studies
• Global leadership & organizational behavior effectiveness (GLOBE)– Large-scale cross-cultural study of
leadership by 170 social scientists & management researchers in over 60 countries
Table 12.7: Universal and Culture-Specific Aspects of Leadership
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Table 12.8: Examples of Cultural Dimensions Related to Leadership
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Leadership in a Diverse Environment
• Workplace is becoming less white, less native born, less male, & less young– Implications for leader behavior
• Appears that transformational & charismatic leadership are universally valued– Lead to positive performance results & positive
attitude reactions