Podcast
Questions and Answers
Servant leaders primarily focus on their own self-interest rather than the growth of their followers.
Servant leaders primarily focus on their own self-interest rather than the growth of their followers.
False
Trust is a psychological state that implies making oneself vulnerable to another due to positive expectations.
Trust is a psychological state that implies making oneself vulnerable to another due to positive expectations.
True
When trust is broken, it can lead to significant positive effects on a group's performance.
When trust is broken, it can lead to significant positive effects on a group's performance.
False
One of the psychosocial functions of mentoring includes counseling the protégé to bolster their self-confidence.
One of the psychosocial functions of mentoring includes counseling the protégé to bolster their self-confidence.
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Servant leaders are characterized only by their ability to persuade and listen to their followers.
Servant leaders are characterized only by their ability to persuade and listen to their followers.
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Good leaders are typically introverted and prefer solitude over social interaction.
Good leaders are typically introverted and prefer solitude over social interaction.
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Emotional intelligence is not considered a relevant trait in effective leadership.
Emotional intelligence is not considered a relevant trait in effective leadership.
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Traits can predict leadership emergence more effectively than they can distinguish between effective and ineffective leaders.
Traits can predict leadership emergence more effectively than they can distinguish between effective and ineffective leaders.
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The Ohio State Studies identified consideration and initiating structure as key leadership behaviors.
The Ohio State Studies identified consideration and initiating structure as key leadership behaviors.
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The GLOBE study indicates that all cultures prefer the same leader behaviors.
The GLOBE study indicates that all cultures prefer the same leader behaviors.
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Leadership traits and behaviors guarantee success in all contexts.
Leadership traits and behaviors guarantee success in all contexts.
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People with high emotional intelligence are less likely to become leaders compared to those with lower emotional intelligence.
People with high emotional intelligence are less likely to become leaders compared to those with lower emotional intelligence.
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Charismatic leadership is always beneficial for organizations.
Charismatic leadership is always beneficial for organizations.
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Transactional leaders primarily motivate through intrinsic rewards.
Transactional leaders primarily motivate through intrinsic rewards.
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Transformational leaders promote creativity and take risks.
Transformational leaders promote creativity and take risks.
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Management by Exception (passive) involves intervening only if standards are not met.
Management by Exception (passive) involves intervening only if standards are not met.
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Narcissistic individuals tend to be lower in the behaviors associated with charismatic leadership.
Narcissistic individuals tend to be lower in the behaviors associated with charismatic leadership.
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The Full Range of Leadership Model features only transformational leadership characteristics.
The Full Range of Leadership Model features only transformational leadership characteristics.
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Transformational leaders focus on individualized consideration by treating each employee collectively.
Transformational leaders focus on individualized consideration by treating each employee collectively.
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Laissez-Faire leadership is characterized by the abdication of responsibilities.
Laissez-Faire leadership is characterized by the abdication of responsibilities.
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Inspirational motivation is a characteristic of transactional leadership.
Inspirational motivation is a characteristic of transactional leadership.
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Greater agreement among top managers about the organization’s goals is a characteristic of transformational leadership.
Greater agreement among top managers about the organization’s goals is a characteristic of transformational leadership.
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Transformational leadership is effective in all types of organizations.
Transformational leadership is effective in all types of organizations.
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Smaller, privately-held firms benefit more from transformational leadership than larger organizations.
Smaller, privately-held firms benefit more from transformational leadership than larger organizations.
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Transactional leadership is more strongly correlated with workplace outcomes than transformational leadership.
Transactional leadership is more strongly correlated with workplace outcomes than transformational leadership.
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Charismatic leadership emphasizes the way leaders communicate.
Charismatic leadership emphasizes the way leaders communicate.
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Authentic leaders act on their values and beliefs in a hidden manner.
Authentic leaders act on their values and beliefs in a hidden manner.
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Ethics is irrelevant to leadership processes.
Ethics is irrelevant to leadership processes.
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Abusive supervision includes perceptions of hostility in a supervisor's verbal and nonverbal behavior.
Abusive supervision includes perceptions of hostility in a supervisor's verbal and nonverbal behavior.
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Increased job tension is a positive outcome of abusive supervision.
Increased job tension is a positive outcome of abusive supervision.
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Socialized charismatic leadership combines ethical leadership with other-centered values.
Socialized charismatic leadership combines ethical leadership with other-centered values.
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Transformational leadership focuses more on what leaders are communicating than on how they communicate.
Transformational leadership focuses more on what leaders are communicating than on how they communicate.
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The Fiedler contingency model states that a leader's style is adjustable based on the situation.
The Fiedler contingency model states that a leader's style is adjustable based on the situation.
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Leader-member relations is one of the contingency dimensions measured by the Fiedler model.
Leader-member relations is one of the contingency dimensions measured by the Fiedler model.
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Situational leadership theory emphasizes the importance of adapting leadership styles to the leader's preferences.
Situational leadership theory emphasizes the importance of adapting leadership styles to the leader's preferences.
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Path-goal theory is based on the expectancy theory of motivation.
Path-goal theory is based on the expectancy theory of motivation.
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The leader-participation model suggests that all leadership behavior should remain unchanged irrespective of task structure.
The leader-participation model suggests that all leadership behavior should remain unchanged irrespective of task structure.
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The least preferred coworker (LPC) questionnaire is used to identify leadership style in the Fiedler model.
The least preferred coworker (LPC) questionnaire is used to identify leadership style in the Fiedler model.
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Effective group performance, according to the Fiedler model, does not depend on scenario control given to the leader.
Effective group performance, according to the Fiedler model, does not depend on scenario control given to the leader.
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Leadership behavior in the leader-participation model should be consistent regardless of follower engagement levels.
Leadership behavior in the leader-participation model should be consistent regardless of follower engagement levels.
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All contingency theories of leadership share the principle that there is a one-size-fits-all leadership style.
All contingency theories of leadership share the principle that there is a one-size-fits-all leadership style.
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Study Notes
Learning Objectives
- Summarize conclusions of trait theories of leadership
- Identify central tenets and limitations of behavioral theories
- Contrast contingency theories of leadership
- Describe contemporary theories of leadership and their relationship to foundational theories
- Discuss roles of leaders in creating ethical organizations
- Describe how leaders can have a positive impact through trust and mentoring
- Identify the challenges to understanding leadership
Trait Theories of Leadership
- Leadership is the ability to influence a group toward achieving a vision or goals.
- Not everyone who's a leader is a manager, and vice versa.
- Unsanctioned leadership is often just as important--or more important--than formal influence.
- Trait theories focus on personal qualities and characteristics.
- Research into differentiating leadership traits dates back to the earliest leadership studies.
Trait Theories of Leadership Continued
- A comprehensive review of the leadership literature, categorized using the Big Five personality traits, found extraversion to be the most predictive trait for effective leadership.
- Extraversion is more heavily associated with how a leader emerges than their effectiveness.
- Agreeableness, emotional stability, conscientiousness, and openness to experience also exhibit strong relationships to leadership, slightly less so than extraversion.
Trait Theories of Leadership Continued
- Good leaders typically like being around people
- They are able to assert themselves (extraverted).
- They are disciplined and able to keep their commitments (conscientious).
- They have an apparent advantage when it comes to leadership.
Trait Theories of Leadership Continued
- Emotional intelligence (EI) is another trait that can indicate effective leadership.
- Empathy is a core component of EI.
- Individuals high in EI are more likely to emerge as leaders, even after considering their cognitive ability and personality.
Trait Theories of Leadership Continued
- Traits can predict leadership.
- Traits are better at predicting the emergence of a leader over their effectiveness.
Central Tenets and Limitations of Behavioral Theories
- Behavioral theories suggest that leadership qualities can be taught.
- Ohio State Studies identified two key leadership behaviors: initiating structure and consideration.
- The GLOBE study found that initiating structure and consideration demonstrate differing preferences in different cultures. Leaders high in consideration are most successful in cultures where unilateral decision-making isn't valued.
Central Tenets and Limitations of Behavioral Theories Continued
- Leaders with certain traits and who demonstrate culturally appropriate consideration and structuring behaviors typically appear to be more effective.
Contrast Contingency Theories of Leadership
- The Fiedler contingency model suggests that effective group performance depends on selecting a leader style that best suits the situation.
- The LPC (least preferred coworker) questionnaire is a measure of a leader's style; it can be used to identify whether a leader is relationship or task oriented.
- Leader-member relations, task structure, and position power help define the situation in the contingency model.
Contrast Contingency Theories of Leadership Continued
- Situation leadership theory (SLT) is a contingency theory focused primarily upon the followers.
- Successful leadership is achieved by selecting the right leadership style which is contingent on the level of followers' readiness.
Contrast Contingency Theories of Leadership Continued
- Path-goal theory is a contingency theory that draws upon the Ohio State leadership research, the expectancy theory of motivation, and is based on the belief that effective leaders clarify the path to help followers achieve goals.
Contrast Contingency Theories of Leadership Continued
- Leader-participation model links leadership behavior to participation in decision-making.
- Leader behavior must reflect the task structure.
Contemporary Theories of Leadership
- Leader-Member Exchange Theory (LMX) describes differing relationships with followers.
- Leaders develop closer relationships with some followers (ingroup), while others are in the outgroup.
- Key factors in LMX include personal compatibility and competence.
Contemporary Theories of Leadership Continued
- Charismatic leadership is based on characteristics that may either be innate or cultivated behaviors.
- Key components of charismatic leadership include vision, risk-tolerance, awareness, and unconventional behavior
- Charismatic leaders inspire and influence followers by their passion and communication style.
Contemporary Theories of Leadership Continued
- Charismatic leaders rely on articulating an appealing vision including having a vision statement, new values, and conviction about their visions.
- Effective charismatic leadership depends upon the environment. People are most receptive under stressful or crisis conditions.
Contemporary Theories of Leadership Continued
- A "dark side" to charismatic leadership exists. Not all charismatic leaders act in the best interest of the organization.
- Some charismatic leaders are highly narcissistic.
Contemporary Theories of Leadership Continued
- Exhibit 12-4 describes transactional leadership traits; that is, leadership characterized by an exchange of rewards.
- Transformational leadership is based on a leader's ability to inspire followers and focus on the vision or mission.
Contemporary Theories of Leadership Continued
- Exhibit 12-5 describes a full range leadership model of transactional and transformational leadership.
- The model shows that effective leaders are both transactional and transformational in their approach.
Contemporary Theories of LeadershipContinued
- Transformational leadership is related to creativity, decentralization of responsibility, risk-taking, and longer-term results.
Contemporary Theories of Leadership Continued
- Transformational leadership is often successfully applied at diverse job levels and occupations, but it isn't always effective in all situations.
- The effects of transformational leadership are most evident in smaller, privately-held organizations.
Contemporary Theories of Leadership Continued
- Transformational leadership is more strongly correlated with positive workplace outcomes compared to transactional leadership.
Contemporary Theories of Leadership Continued
- Charismatic leadership focuses more on the communication style of the leader, including passion and dynamism, while transformational leadership emphasizes the nature and strength of the vision being communicated.
Role of Leaders in Creating Ethical Organizations
- Authentic leadership: the leader is aware of who they are, what they believe and value, and act openly and candidly.
- Ethical leadership: incorporates principles and ideas of socialized charismatic leadership; that is, a leadership style that conveys other-centered values.
- Abusive supervision is when a supervisor is hostile or negative; which results in reduced organizational commitment, job satisfaction, and work-family conflict.
- Servant leadership focuses on helping others grow and develop.
Positive Leadership
- Trust is a psychological state of vulnerability that exists when positive expectations for the future exist.
- Trust is a critical component in leadership.
- Broken trust can significantly impair organizational performance.
Positive Leadership Continued
- Exhibit 12-6 shows the key elements of trust; leader trustworthiness (integrity, benevolence, and ability), and propensity to trust.
Positive Leadership Continued
- Trust propensity encompasses trust and culture, role of time, and regaining trust
- These elements are important in leadership and organizational relationships.
Positive Leadership Continued
- Exhibit 12-7 shows mentoring functions that include career development, encouraging skills development, providing potential opportunities (e.g., promotions), and providing a sounding board for sharing ideas.
Challenges to Our Understanding of Leadership
- A large part of organizational success or failure is determined by external factors outside of leadership influence.
- Luck and being in the right place at the right time plays a part in success.
- The attribution theory posits that leadership exists as how people infer or perceive something about another person.
Challenges to Our Understanding of Leadership Continued
- Exhibit 12-8 illustrates how substitutes or neutralizers of leadership exist for both task and relationship oriented leadership.
Challenges to Our Understanding of Leadership Continued
- Selecting effective leaders involves reviewing requirements, considering personality traits (e.g., using tests), and taking into consideration situation-specific experience.
- Leaders may need to be trained and/or changed.
Challenges to Our Understanding of Leadership Continued
- Leadership training is more successful when leaders exhibit high self-monitoring skills, implementing appropriate leadership skills that can increase confidence, trust-building, mentoring, situational-analysis and situational-modeling can increase charismatic leadership skills, and review leadership after important organizational events.
Implications for Managers
- Matching leadership styles with work dynamics to achieve maximum effectiveness.
- Hiring individuals who exhibit transformational leadership traits, with demonstrated success working with others to meet long-term visions is desirable.
- Personality tests that reveal extraversion, conscientiousness, and openness can indicate leadership readiness.
Implications for Managers Continued
- Hiring ethical and trustworthy individuals for leadership roles, coupled with training current leaders in organization ethical standards to reduce abusive supervision.
- Building trust with followers is important because strong trust bonds can replace bureaucratic rules and expectations in organizations, leading to relationships instead of rules.
- Formal leadership courses, workshops, and mentoring programs enhance leadership training.
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Description
Explore the various theories of leadership including trait, behavioral, and contingency approaches. This quiz will help you understand the key concepts, strengths, and limitations of each theory, as well as their contemporary relevance and ethical implications. Test your knowledge on how leaders can create positive impact through trust and mentoring.
