Summary

This document provides lecture notes on leadership, encompassing various definitions, approaches, and different perspectives, including trait and process leadership. It also explores similarities and differences between leadership and management.

Full Transcript

HROB2010 Week 1 Lecture Notes Defining Leadership - Different definitions and approaches to leadership, based on: 1. Personality traitor 2. Behaviour 3. Information-process perspective 4. Relational standpoint - Leadership: a process whereby an individual...

HROB2010 Week 1 Lecture Notes Defining Leadership - Different definitions and approaches to leadership, based on: 1. Personality traitor 2. Behaviour 3. Information-process perspective 4. Relational standpoint - Leadership: a process whereby an individual influences a group of individuals to achieve a common goal - 4 key components to leadership 1. Leadership is a process 2. Leadership involves influence 3. Leadership occurs in groups 4. Leadership involves common goals Leadership Perspectives 1. Trait leadership 2. Process leadership Trait Leadership - Some people have special characteristics that others do not have, making them good leaders - “Born leaders” Process Leadership - Leadership is context-based - Leadership behaviours are observed and learned Leadership and Management - Similarities between the two: Influence Working with others Effective goal accomplishment - Differences between the two: Short-term vs. long-term perspective Implement policies vs. initiate goals - Kotter (1990) Management is about order and consistency Leadership is about change and movement Complimentary processes - Assigned leadership: formal position in an organisation - Emergent leadership: based on how group members respond Positive communication behaviours: ➔ Verbally involved ➔ Informed ➔ Seeking others’ opinions ➔ Initiating new ideas ➔ Being firm but not rigid Personality also impacts leadership emergence ➔ Intelligence ➔ Confidence ➔ Dominance Social identity theory ➔ Match between a person and the group’s identity Effective Leadership - Bad leaders are easy to recognize: Dishonest Self-centred Arrogant Disorganized Uncommunicative - Effective leaders are harder to define - Different ways of defining effective: Group performance Follower satisfaction Organisational change Manager Effectiveness vs Success - Insight in leader effectiveness from studying managers Successful managers: promoted quickly ➔ Networking ➔ politicking Effective managers: satisfied and productive employees ➔ Communicate with employees ➔ Manage conflict ➔ training/development of employees - Luthan’s (1989) research has implications for Who should be promoted Defining leader effectiveness - Leadership effectiveness includes 3 elements: 1. Goal achievement 2. Smooth internal processes 3. External adaptability Obstacles to Effective Leadership - Effective leaders learn through: Practice Making mistakes Knowledge Experience - Failure in a job is costly - There are a few obstacles to effective leadership: 1. Uncertainty 2. Unforgiving environments 3. Organisational culture 4. Gap between research and practice Leader and Leadership Development - Leadership and leadership development are different - Leader development: expansion of an person’s capacity to be effective in leadership roles and processes - Leadership development: an organisation’s capability to get the work done through its leaders - Development: process of change - Learning: content of change What is developed 1. Basic knowledge ➔ Classroom education ➔ Information about leadership 2. Personal growth ➔ top-level/executive programs ➔ Strengths and weaknesses 3. Skills development ➔ Supervisory ➔ Managerial ➔ Interpersonal skills 4. Creativity ➔ innovation 5. Strategic issues ➔ Mission ➔ Strategic planning Personal Development - Things you can do outside of a formal program: Self-awareness Be open Consider volunteer work Seek feedback Understand your strengths Observe leaders Practice HROB2010 Week 1 Chapter Notes Components of Leadership - Leadership has 4 main components: 1. Leadership is a process 2. Leadership involves influence 3. Leadership occurs in groups 4. Leadership involves common goals - Leadership: a process whereby an individual influence a group of individuals to achieve a common goal Because it is a process, it appears to be transactional, and not a trait that lies within a person - Without influence, leadership does not exist Leadership Described Trait vs. Process Leadership - Trait perspective: suggests that certain individuals have special innate characteristics that make them leaders Can be physical or personality characteristics Trait theory suggests that there are properties that are possessed to a varying degree within people - Process perspective: suggest that leadership is a phenomenon that resides in the context of the interactions between leaders and followers and makes leadership available to everyone More likely to suggest that leadership can be learned Assigned vs. Emergent Leadership - Assigned leadership: leadership that is based on occupying a position in an organisation - Emergent leadership: when others perceive an individual as the most influential member of a group Leadership and Power - Power is related to leadership because it is a part of the influence process - Power used to be the domain of leaders, but that is diminishing and shifting to followers - Raven identified six bases of power 1. Referent - based on liking 2. Expert - based on followers’ perception 3. Legitimate - formal job authority 4. Reward - providing rewards 5. Coercive - providing punishment 6. Information - the possession of knowledge - In organisations, there are two major kinds of power: 1. Position power - job title 2. Personal power - likeability Leadership and Coercion - Involved using force to effect change - Often involves the use of threats, punishment, and negative reward schedules HROB2010 Lecture Notes - Week 2 Leadership and Morality - Leadership debate: Leadership as a moral process - some leaders who promote hate speech are not good leaders Leadership as a neutral process - some leaders who promote hate speech are good leaders with bad views 4 Components of Leadership - Process - Influence - Common goal - Groups Leadership as a Moral Process - Leaders: achieve a common good - Central to different leadership types: Authentic leadership Servant leadership Transformational leadership - Pseudo-transformational leaders: Focus on personal goals Exploitative Power-oriented Warped moral values Leadership as a Neutral Process - Constructive leaders: great leaders within an organization - Destructive leaders: toxic leaders within an organization or dictators Power - Power: the capacity or potential to influence Alter beliefs, attitudes, actions - Can be used by leaders or pseudo-transformational leaders Leadership and Power - Leaders wield power over followers - Leadership and power are distinct Changing expectations Different types of power Shift in Power - Kellerman shift in power from 1970s to 2010s attributed to: Culture changes Access to knowledge and technology Decrease in respect Six Bases of Social Power - French and Raven (Raven exclusively stated #6): 1. Referent power 2. Expert power 3. Legitimate power 4. Reward power 5. Coercive power 6. Information power *social power can be at play/incorporated into organizational power Types of Organizational Power Position vs. Personal Power - Position power “Hard power” ➔ Particular office or rank ➔ Higher status than followers Includes legitimate, reward, coercive, and informational power - Personal power “Soft” power ➔ Being liked and knowledgeable Includes referent and expert power Coercive Leadership - Coercion: use force to produce change Influence against will Abusive supervision - Includes hostile verbal and non-verbal behaviours Bullying Coercion - Impact on follower behaviour: Desirable outcomes Undesirable outcomes ➔ Increased absenteeism ➔ Higher turnover Well-being ➔ Higher rates of burnout ➔ Higher anxiety/depression - Rare occurrence - Research studies low magnitudes - Coercive individuals are pseudo-transformational leaders ➔ Will belittle you to get the outcome that they want and their self interest ➔ They will also help their “loyal” followers who support the leaders’ actions, even if non-ethical Disinterest in followers needs Interested in personal goals Media Studies: Leader or Pseudo-Transformational Leader in Marvel Cinematic Universe Case 1: Loki from Avengers (2012) - Uses scare tactics of voice and physical appearance to make followers do what he wants - Uses persuasive speech and says “there is no other man like me” - Considered a pseudo-transformational leader because he is using coercive power - Older man that tried to persuade Loki could be said to have expert power if he wasn’t killed by Loki Case 2: King T’Challa from Black Panther (2018) - Conducts a speech at the United Nations to state that people need to come together and avoid conflict and war - He pledges to share Wakanda’s knowledge and resources - Considered a leader because he contributes to the 4 components of leadership by using his influence on groups to move people to a common goal of peace HROB2010 Chapter Notes - Week 2 Sources of Leader Power - Dependency People in organizations gain power when others depend on them- either for information, resources, cooperation, and so forth Additionally, when unemployment is low and jobs are plentiful, people feel less dependent on their supervisors - Control over resources Resources include such things as jobs, rewards, financial support, expertise, knowledge, etc. People in the org. must perceive the resource to be important A resource that is difficult or expensive to acquire is more valuable and creates more dependency than one that is widely available - Control over information Involved both access to information and control over how and whom it is distributed To some extent, access to info is determined by a person’s position in the org. Leader Frames of Reference - Frame: a perspective from which a leader views the world 1. Structural frame ➔ Places emphasis on plans, goal setting, and clarifying expectations as a way to provide order, efficiency, and stability 2. Human resource frame ➔ People are the organization’s most valuable resource ➔ Defines problems and issues in interpersonal terms 3. Political frame ➔ Views organizations as arenas of ongoing conflict or tension over the allocation of scarce resources ➔ Power and politics are considered healthy 4. Symbolic frame ➔ Leaders perceive the organization as a system of shared meaning and values Political Tactics for Asserting Leader Influence 1. Use rational persuasion 2. Make people like you 3. Rely on the rule of reciprocity 4. Develop allies 5. Ask for what you want 6. Remember the principle of scarcity 7. Extend formal authority with expertise and credibility HROB Lecture Notes - Week 3 Part 1: Culture and Leadership Cross-Cultural Research Globalization: The Need for Cross-Cultural Research - Globalization: increased exchange of goods, services, finances, and people, between countries Interconnected economies International businesses - Multinational corporations are characterized by: Offices in multiple countries Members of each team (ex. sales) work in each office What is Culture - Culture: “learned beliefs, values, rules, norms, symbols, and traditions that are common to a group of people” - Culture is permanent Relatively stable - Culture is dynamic Changes over time 3 Levels of Culture - National culture - Group culture - Organizational culture National Culture - Shared within a nation - Ex. Canada, India, Japan Group Culture - Shared by a group - Ex. ethnic, religious, racial, gender-based Organizational Culture - Shared by members of an organization - Work-related issues Culture: Unique or Universal Emics vs. Etics - Emics: unique to a culture Not comparable - Ethics: universal to all cultures Comparable Ex. Hall’s cultural context framework, Hofstede’s cultural dimensions National Culture Frameworks Hall’s Cultural Context - High context - Communication is implicit Tone of voice Facial expressions Body posture - Low context - Explicit communication Verbal or written messages - Universal to national culture Countries exist along a continuum - Kittler and colleagues conducted a systematic review that found: Miscategorization Dichotomous Cultural blind spots Hofstede’s Cultural Dimensions 1. Individualism Individualism: the extent to which people view themselves as individuals ➔ Self-reliant ➔ Focused on individual achievement Collectivism: the extent to which people have a tight knit social framework ➔ Cohesive in-groups 2. Power distance Power distance: the extent to which people accept inequalities in how power is distributed High power distance: hierarchical ➔ Value of chain of command ➔ Gap between those with and without power ➔ Greater compliance Low power distance: egalitarian ➔ Less distance between those with and without power ➔ More likely to speak up 3. Uncertainty avoidance Uncertainty avoidance: the extent to which people feel uncomfortable with uncertainty and ambiguity ➔ Steps taken to avoid it ➔ Rules, structures, and laws used to increase predictability ➔ Risk-taking High uncertainty avoidance: more steps taken to avoid uncertainty ➔ More planning ➔ More detailed agreements ➔ Reliance on rules and laws Low uncertainty avoidance: comfortable with uncertain situations ➔ Greater flexibility ➔ More innovation 4. Masculinity vs. Femininity Masculinity: the extent to which stereotypically masculine traits are valued ➔ Values assertiveness and independence (High) masculinity: associated with high sex-role differentiation ➔ Assertiveness ➔ Independence ➔ Ambition ➔ Materialism ➔ Toughness (High) femininity: associated with low sex-role differentiation ➔ Warmth ➔ Compassion ➔ Quality of life ➔ Caring for other 5. Time orientation: the extent to which people focus on the past, present, or the future Future orientation (long term): emphasizes future-oriented behaviours ➔ Delayed gratification ➔ Planning ➔ Investing Present orientation (short term): emphasizes present-oriented behaviours ➔ Immediate results ➔ Short-term performance ➔ Reactive Project GLOBE What is Project Globe? - GLOBE: global leadership and organizational behaviour effectiveness Launched in 1991 Involving 143 countries - Developed a classification of cultural dimensions 9 cultural dimensions - Expands earlier classification systems GLOBE Cultural Dimensions 1. Power distance 2. Uncertainty avoidance 3. (Future) time orientation 4. Gender egalitarianism 5. In-group collectivism 6. Institutional collectivism 7. Assertiveness orientation 8. Human orientation 9. Performance orientation ** for explanations for 1-3, look to Hofstede’s Cultural Dimensions 4. Gender Egalitarianism - The degree to which gender-role differences and gender-inequality are minimized Similarities with Hofstede’s masculinity - Compared to masculinity (Hofstede): ➔ Less emphasis on characteristics ➔ More emphasis on gender equality 5. In-Group Collectivism - The degree to which people should express pride, loyalty, and cohesiveness for a group they belong to Similarities with Hofstede’s individualism - Compared to individualism (Hofstede): ➔ Separates individualism into in-group collectivism and institutional collectivism ➔ Greater clarity 6. Institutional Collectivism - The extent to which cultures encourage collective action and social programs Similarities with Hofstede’s individualism 7. Assertiveness Orientation - Extent to which individuals should be assertive in interpersonal interactions Similarities with Hofstede’s masculinity 8. Humane Orientation - The extent to which society rewards people for being caring and altruistic Similarities with Hofstede’s femininity 9. Performance Orientation - The extent to which people are rewarded for their performance, improvement, and excellence ➔ Grading and ranking systems 10 Clusters of Regions - Cultural dimensions are clustered regionally - Individual differences still exist GLOBE Leadership Attributes - Culturally dependent leader attributes Individualistic Status conscious Risk-taker - Germanic European cluster: highest individualistic attribute - Latin American cluster: lowest individualistic attribute - Anglo cluster: highest risk-taking attribute - Middle Eastern cluster: lowest risk-taking attribute Implications for Leaders - Share information about own and host cultures Identify similarities - Find ways to bridge gaps between cultures Understand other cultures Understand the needs of others Organizational Culture How Does an Organizational Culture Form? - Develop in response to challenges - Then shared with new employees Levels of Organizational Culture - Observable artifacts Visible: see, hear, or observe Ex. manner of dress, office layout - Expressed values Invisible Expressed values and beliefs Can be explained and justified - Underlying assumptions Deep beliefs and values (unconscious) The essence of a company Often begin as expressed values Strength of Organizational Cultures - Culture strength: “the degree of agreement among employees about the importance of specific values and ways of doing things” Strong cultures: consensus and cohesion Weak cultures: lack consensus and cohesion Functions of Organizational Culture 1. Internal integration Shared identity Guides communication Acceptable versus unacceptable behaviour 2. External adaptation Interact with other companies and customers Adapt to external events Desirable Organizational Cultures - Cultures that encourage: Teamwork Collaboration Mutual trust Creativity Cultural Leadership What is a Cultural Leader? - Cultural leader: “a leader who actively uses signals and symbols to influence corporate culture” - Cultural leaders influence culture by: Articulating vision for the organizational culture Reinforce organizational culture How Can Leaders Influence Organizational Culture? - Ceremonies, stories, and symbols Ex. celebrating employee tenure milestones Recounting desirable behaviours - Specialized language Slogans Public statements and mission statements - Selection and socialization Who is hired How are people taught the values, norms, and behaviours expected - Daily actions Signal cultural values Ex. green energy Corporate Culture Styles Integrated Culture Framework - Identifies key attributes of: Group culture Individual leadership styles - 8 styles of culture emerged Consider how people interact and their response to change 8 Culture Styles 1. Caring - Warm, collaborative, and welcoming workplaces Relationships and mutual trust Leaders emphasize teamwork 2. Purpose - Tolerant, compassionate places Idealism and altruism Focus on long-term future good Leaders emphasize a greater good 3. Learning - Inventive and open-minded Exploration and creativity Leaders emphasize innovation 4. Enjoyment - Fun and excitement Light-hearted Happy employees Leaders emphasize spontaneity and humour 5. Results - Achievement and winning Outcome-oriented Merit-based Leaders emphasize goal accomplishment 6. Authority - Strength and decisiveness Competitive places Leaders emphasize confidence and dominance 7. Safety - Planning, caution, and preparedness Predictability Risk-conscious Leaders emphasize long-term planning 8. Order - Respect, structure, and shared norms Methodical places Rules follow Leaders emphasize shared procedures Non-Binary and Trans Inclusion in Leadership Research Early Focus of Gender and Leadership Research - Gender and leadership research traditionally looks at gender as binary Differences between male and female leaders: 1. perceived effectiveness 2. Leader behaviours 3. Leadership styles The Need for Inclusive Gender Models - Inclusive gender models should be multidimensional: Gender identity Gender expression Sexual orientation First Mentions of Non-Binary and Trans Leadership - First scholarly articles published in 2000s-2010s Focus on leadership and sexual orientation Recent articles distinguish between gender and sexual orientations The Lavender Ceiling - Invisible barrier preventing individuals from career development and advancement opportunities because they identity as or are perceived to be queer Expansion of glass ceiling analogy Lavender from adding blue and pink - Representation of queer board members on Canadian companies 2015-2022 Around 10,000 board members identified Searched for public disclosure of queer identities Representation and the Lavender Ceiling in Canada - Underrepresented when considering the queer population that exists in Canada - Underrepresented when considering the queer representation on other corporate boards The Need for Gender Non-Binary and Leadership Research - Awareness that gender is culturally constructed - Increased representation outside of binary gender categories Gender Definitions - Gender identity: an individual’s understanding of oneself as it relates to gender Male, female, non-binary, trans, etc. - Gender expression: an individual’s presentation and performance of gender and gender roles Expression of masculinity and femininity Occurs through use of names, clothing, style, etc. - Transgender (trans): “an adjective to describe people whose gender identity differs from the sex they were assigned at birth” Independent of appearance, medical procedures - Non-binary: people who Have more than one gender identity Do not have a gender identity Hold a neutral gender identity Hold a blended gender identity Who’s gender changed over time; or Combination of the above - Some overlap between trans and non-binary definitions Someone that identifies as non-binary may or may not identify as trans Review of Non-Binary and Trans Inclusion in Leadership Research Theme 1: Identity Development - Gender, leader, and activist identities are intertwined Ability to integrate multiple identities is a predictor of leadership success - Development in: Self-confidence Humility Empathy Theme 2: Leadership Emergence - Leadership and gender expressions influence leader emergence Leadership may be viewed more negatively based on gender expression - Mid-career leadership re-emergence Change in gender expression - Adoption of behaviours that feel unnatural Avoid stigma Increases stress, anxiety Theme 3: Leadership Style - Three of the studies focused on leadership style: Fluency in masculine and feminine leader behaviours Authentic leadership behaviours modified Theme 4: Workplace Discrimination - Barriers to advancement - Non-inclusive policies - Binary expectations - Prejudice, harassment, microaggressions - Sexism and genderism HROB Lecture Notes - Week 4 Gender and Leadership Gender and Leadership Analogies Changing Scope of Gender and Leadership Research - Initial focus of leadership and gender: Can women lead? ➔ Women have leadership skills ➔ Remain underrepresented in elite leadership New questions being asked Gender and Leadership Analogies - Glass ceiling: invisible barrier preventing women from gaining elite leadership positions - Glass escalator: white men escalated to top leadership positions - Leadership labyrinth: journey marked by challenges; obstacles must be overcome throughout the journey Intersectionality - Identities intersect and reflect structures of oppression and privilege Explaining the Leadership Labyrinth - 3 main explanations: 1. Human capital differences Belief that women have less education, training, and work experience than men Pipeline problem: not enough qualified women Leaky pipeline: women are lost at various stages 40% of Canadian-born women (25-34) have a bachelor’s degree or higher compared to 25% of Canadian-born men Women have somewhat less work experience and employment continuity ➔ Impacted by child-rearing and domestic duties Women have fewer development opportunities ➔ May be due to prejudice ➔ Fewer responsibilities ➔ Difficulty gaining mentors 2. Gender differences Gender differences in leadership style and effectiveness ➔ Women are just different from men Gender norms suggest gender differences in leadership style ➔ However, women were not found to lead in a more interpersonally-oriented manner Women are more democratic ➔ May emerge from necessity Women tend to be more transformational Women also tend to prioritize welfare May be equally effective leaders But gender differences also exist ➔ More effective in gender congruent roles 360 evaluations suggest women are more effective 3. Prejudice Gender stereotypes impact how female leaders are seen: ➔ Less qualified ➔ Not feminine Automatically activated Resistant to change Leads to biased judgements Stereotyped expectations ➔ Men: agentic characteristics ➔ Women: communal characteristics Effects of prejudice: ➔ Less favourable attitudes toward female leaders ➔ Tokenization ➔ Increased scrutiny ➔ Reluctant to support other women Navigating the Labyrinth - Changes in organizational culture - More women in elite positions - Networks and programs - Mentoring - Role redefinition at work and home Decline in unpaid labour burden Greater flexibility to handle unpaid labour responsibilities Strengths and Weaknesses - Strengths: Strengths of diversity Shift towards androgynous leadership Addresses gender myths - Weaknesses: Falls under leadership and diversity Little minority research Little intersectional research Western research context HROB Lecture Notes - Week 5 Leadership Ethics Introduction to Leadership Ethics The Need for Leadership Ethics - Various ethical perspectives discussed - Little research on leadership ethics - Leaders set the ethical tone Ethical failings traced to leadership failings Origins of Ethics - Western traditions traced to Plator and Artistotle Acting rightly and living a good life - Ethos: “customs,” “conduct,” or “character” Defining Ethics - “The principles of conduct governing an individual or group” - A set of moral issues or aspects (such as rightness) - Values and morals of an individual or society - Ethical theories provide rules that guide decisions about right and wrong What Does Leadership Ethics Focus On? - Centrality of ethics to leadership Ethical leadership vs. Unethical/destructive leadership - Influence of moral development - Conduct or character of leaders Kohlberg’s Stages of Moral Development 1. Obedience and punishment (pre-conventional) Obey rules Avoid punishment 2. Individualism and exchange (pre-conventional) Act in own self-interest Believe others act in their self-interest 3. Interpersonal accord and conformity (conventional) Choice based on social norms 4. Maintaining social order (conventional) Obeying society’s rules preserve safety 5. Social contract and individual rights (post-conventional) Personal understanding of what makes a good society Recognize different values 6. Universal principles (post-conventional) Value justice Respect all perspectives - Kohlberg’s Stages of Moral Development: Weaknesses Sex-biased Culturally-biased Advocates for post-conventional morality Perspectives on Ethical Leadership The Centrality of Ethics to Leadership - Leadership as a moral process Nature of influence Mutual goals Impact on organizational values Ethical Theories - Conduct vs. character How leaders act Who leaders are Ethical Theories: Conduct - Two kinds of theories about conduct: Theories about consequences Theories about duties - Conduct consequences Teleological theories: ➔ Answer questions about right and wrong ➔ Focus on desirable consequences How do you make a decision about which consequences are most moral? ➔ Utilitarianism ★ Create the greatest good for the greatest number ➔ Ethical egoism ★ Create the greatest good for themselves ➔ Altruism ★ Promote the best interest of others - Conduct duties Deontological theories: ➔ Answer questions about right and wrong ➔ Considers whether the action is good ➔ Positive/negative duty distinction Ethical Theories: Character - Virtue-based theories: ➔ Perspective of the leaders’ character ➔ Virtues gained through practices and instruction ➔ Virtues include: courage, generosity, self-control, justice ➔ Focus on becoming a good human Principles of Ethical Leadership - Ethical leaders: 1. Respect others 2. Resolve others altruistically 3. Just 4. Honest and truthful 5. Build community by creating common goals Culture and Ethical Leadership - Culture influences what is defined as ethical behaviour - Importance of altruism, character, collective motivation vary by culture Application of Principles of Ethical Leadership - Greater incorporation in training and development programs - Role models desirable behaviours - Strengthen one’s own leadership HROB Lecture Notes - Week 6 Trait and Skills Leadership Trait Leadership Approach What is the Trait Leadership Approach? - Traits: “a set of distinctive characteristics, qualities, or attributes that describe a person” Relatively unchanging - Trait leadership approach: great leaders have leadership traits History of the Trait Leadership Approach? - Early 20th century Great man theories - Mid 20th century Trait approach challenged - Modern resurgence Charismatic and transformational leadership How Does the Trait Leadership Approach Work? - Focus on the leader Disregards followers and situation - Useful for personal awareness and development Major Leadership Traits - 5 major leadership traits supported by research 1. Intelligence 2. Self-confidence 3. Determination 4. Integrity 5. Sociability Intelligence - Leadership: “ability to learn information” Self-Confidence - Self-confidence: “the ability to be certain about one’s competencies and skills” How Does Self-Confidence Impact Leadership? - Positively related to leadership - Leads to: Self-estemm Self-assurance Belief that you can make a difference Determination - Determination: “the desire to get the job done” How Does Determination Impact Leadership? - Positively related to leadership - Determination is characterized by: Increased initiative, persistence, drive - Grit: perseverance and passion Improved recovery from setbacks Integrity - Integrity: the quality of honesty and trustworthiness How Does Integrity Impact Leadership? - Positively related to leadership - Leaders with integrity: Take responsibility for their actions Loyal, dependable - Followers have confidence in leaders who keep their promises Sociability - Sociability: “a leader’s inclination to seek out pleasant social relationships” How does Sociability Impact Leadership? - Positively related to leadership - Sociability includes: Friendliness Outgoingness Tact Diplomacy - Sensitive to others’ needs - Create cooperative relationships Other Traits Associated with Leadership 1. Five-factor personality model 2. Strengths leadership 3. Emotional intelligence Five-Factor Personality Model - Which personality trait is most strongly associated with leadership? - Which personality trait are leaders associated with leadership? - High conscientiousness - High openness to experience - Low neuroticism Strengths Leadership - Everyone has special talents - Leaders recognize and use those strengths Self and followers - Strength: attribute or quality that accounts for an individual’s successful performance - Various strengths and virtues associated with leadership - Examples: High self-control honesty/humility Empathy Moral courage Emotional Intelligence - Emotional intelligence: “the ability to perceive and express emotions, to use emotions to facilitate thinking, to understand and reason with emotions, and to effectively manage emotions within oneself and in relationships with others” - Understanding emotions - Not a fixed trait Can be improved through training - Leaders with emotional intelligence are less stressed, more moral Strengths and Criticisms of the Trait Leadership Approach Strengths of the Trait Approach - Intuitive appeal - Extensive research - Benchmarks for developing leadership - Helps identify potential leaders Criticisms of the Trait Leadership Approach - No exhaustive list of leadership traits - Discounts situational influences - Highly subjective research results Skills Leadership Approach What is the Skills Leadership Approach? - Leader-centred perspective - Focus on leader’s skills and abilities - Primarily descriptive Structure for understanding effective leadership 2 Main Models of the Skills Leadership Approach - Katz (1955): Three-Skill Approach - Mumford and Colleagues (2000): Skills Model How Was the Three-Skill Approach Created? - Katz conducted field research Observed executives at work What do good executives do? - Assumes there is an “ideal executive” Gendered assumption What is the Three-Skill Approach - Effective administration stems from three basic personal skills: a. Technical skills b. Human skills c. Conceptual skills Technical Skills - “Knowledge about and proficiency in a specific type of work or activity” - Focus on things - Includes: Competencies in specialized areas Analytical ability Ability to use appropriate tools/techniques Human Skills - “Knowledge about and ability to work with people” - Focus on people include skills related to: Effectively working with others Perspective-taking Sensitivity to needs and motivations of others Creating an atmosphere of trust Conceptual Skills - “The ability to work with ideas and concepts” - Focus on the abstract - Include skills related to: Discussing the shape of an organization Describing organizational goals Creating a vision/strategic plan The Importance of Each Skill Depends on the Management Level How Was the Skills Model Created? - Mumford and colleagues investigated leaders’ problem solving skills What capabilities make effective leadership possible? - 1,800+ military leaders studied What is the Skills Model? - Capability model: relationship between leader’s capabilities and performance - 5 components: Individual attributes Competencies Career experiences Environmental influences Leadership outcomes Individual Attributes ➔ General cognitive ability: intelligence ★ Includes: Perceptual processing General reasoning skills Memory ➔ Crystallized cognitive ability: intellectual ability learned or acquired over time ★ Includes: Comprehension of complex information Acquisition of new skills written/oral communication ➔ Motivation ★ 3 elements: Willingness: willing to tackle complex problems Dominance: exert their influence Social good: committed to social good of the organization ➔ Personality ★ Traits that impact leadership skill development Competencies - Problem-solving skills ★ Leader’s creative ability to solve organizational problems ★ 9 key problem=solving skills - Social judgement and social skills ★ Understand people and social systems ★ Work with others - Knowledge ★ Accumulated and stored information ★ Knowledge about facts and organization structures Career Experiences - Events in one’s career that influence skill development Ex. challenging assignments, mentoring, or training Environmental Influences - Internal or external influences Internal ex. Technology, communication External ex. Economic, political, social Leadership Outcomes - Effective problem solving - Performance Strengths and Criticisms of Skills Leadership Strengths of the Skills Leadership Approach - Importance of developing specific leadership skills - Includes many broad components Criticisms of the Skills Leadership Approach - Skills are overly broad Extend beyond the boundaries of leadership - Weak predictive value - Mat not apply to all leadership contexts Comparing the Trait and Skills Approaches - Both trait and skills approaches are leader-centred perspectives - Trait: leadership is innate Leaders are born differently - Skills: leadership can be developed Leaders can become more effective Anyone can be a leader HROB Lecture Notes - Week 7 Behavioural and Situational Leadership Approaches What is the Behavioural Leadership Approach? - Emphasizes behaviour Not traits or skills 2 General Behaviours - Task behaviours: facilitate goal accomplishment - Relationship behaviours: help followers feel comfortable What is the Behavioural Leadership Approach? - Broad framework for assessing leadership Task dimension Relationship dimension - Descriptive not prescriptive approach - Situations require different degrees of each type of behaviour Both required to some extent - Individual differences in whether one is more task or relationship oriented Task-Oriented Leaders - “Doers” Facilitate task accomplishment - Ex., organize work, define roles Relationship-Oriented Leaders - “Connectors” Less goal directed - Ex., build camaraderie, respect, and trust Blake and Mounton’s Managerial (Leadership) Grid What is the Managerial (Leadership) Grid? - Best known model of managerial behaviour Used in training and development - How do leaders help organizations reach their purposes? Concern for production Concern for people Concern for Production - Concern for achieving organizational tasks Concerns for People - How a leader attends to followers Authority: Compliance Management - High concern for results - Low concern for people Communicating with followers not important Country-Club Management - Low concern for results De-emphasizes production - High concern for people Impoverished Management - Leaders “go through the motions” Low concern for results Low concern for people Middle-of-the-Road Management - Compromising leadership style Moderate concern for results Moderate concern for people Team Management - High concern for results - High concern for people How Else is the Managerial Grid Used? - Leaders can also use a combination of Blake and Mouton’s basic management styles paternalism/maternalism Opportunism Paternalism/Maternalism - Incorporates authority-compliance and country-club management - “Benevolent dictator” Rewards loyalty/obedience Punishes non-compliance Opportunism - Any combination of basic management styles - Used for personal advancement Self-interest prioritized Ruthless, cunning, and strategic Ohio State and University of Michigan Studies What were the Ohio State Studies? - List of 1,800 items describing leader behaviour Leader Behaviour Description Questionnaire (LBDQ): 150 item questionnaire - LBDQ results showed behavioural clusters typical of leaders - Clusters related to 2 general types of leader behaviour: Initiating structure behaviours Consideration behaviours - Independent behaviours Not one continuum - Different behaviours are more effective in some situations Initiating Structure Behaviours - Similar to task behaviours Ex. organizing and structuring work Consideration Behaviours - Similar to relationship behaviours - Ex. building camaraderie, respect, trust What Were the University of Michigan Studies? - Interested in how leadership affects small group performance - 2 types of leadership behaviour: Employee orientation Production orientation - Initially conceptualized as a single continuum Later shifted to two independent behaviours - Inconclusive research on the value of these behaviours Employee Orientation - Emphasize human relations - Special attention related to follower needs Production Orientation - Emphasize technical and production aspects of a job - Workers accomplish work Strengths and Criticisms Strengths of the Behavioural Leadership Approach - Major shift in focus of leadership research - Validated in a wide range of studies - Conceptually significant Related to leadership effectiveness Criticisms of the Behavioural Leadership Approach - Not well linked to performance outcomes - Leader behaviour typically reported by followers, which could be biased - Leader effectiveness influenced by other factors - Implies high task-high relationship orientation is most effective Limited support for this - Most research in the US Unlikely to generalize cross-culturally Introduction - Situational Leadership What is the Situational Leadership Approach? - Initially developed by Hersey and Blanchard (1969) Further refined by Blanchard et al. - Situational leadership approach builds from behavioural approach Ohio State studies Leaders exhibited 1 of 4 combinations of task and relationship behaviours - Situational leadership tries to explain why leaders can be (in)effective with any of these strategies Not determined by leader’s behaviour Determine by the appropriateness of the leader’s behaviour to a particular situation - Hershey and Blanchard modified the Ohio State Leadership Model Accounts for task maturity - Task Maturity: followers’ readiness to set attainable goals, willingness to accept responsibility, and possession of necessary education/experience SLII Model What is the SLII Model? - Situational Leadership II Model (SLII Model) - Focus on leadership style, behaviours, and appropriateness to situations - Appropriateness determined by: Evaluation of followers’ competence and commitment (i.e. development level) - Assumed followers’ skills and motivation change In turn, leaders must change their support What is a Leadership Style? - Leadership style: the behaviour pattern of a leader Includes directive beahaviours and supportive behaviours Directive Behaviours - Help followers’ accomplish goals by clarifying what is to be done, how and by who - Behaviours include: Giving directions Establishing goals Setting timelines Defining roles Supportive Behaviours - Help followers’ feel comfortable by showing social and emotional support - Behaviours include: Asking for input Delivering praise Listening to followers What are the 4 Leadership Styles? - S1: directing - S2: coaching - S3: supporting - S4: delegating S1: Directing - High directive-low supportive Communication focused on goal achievement Less time spent of supportive behaviour - What and how goals are achieved determined by the leader S2: Coaching - High directive-high supportive Communication focused on goal achievement and followers’ needs More emotionally involved in supporting followers - What and how goals are achieved determined by the leader Influenced by followers S3: Supporting - High supportive-low directive Supportive behaviours used to highlight followers’ skills - Followers make day-to-day decisions - Leaders facilitate problem-solving S4: Delegating - Low support-low directive Little goal input and social support - Facilitates follower confidence and motivation Followers get the job done as they see fit What are Development Levels? - Development levels: the degree to which followers have competence and commitment Competence - Mastery of the skills needed to achieve a specific goal Formerly “readiness” - Two aspects: motivation and confidence Commitment - An individual’s positive attitude regarding the goal Formerly “maturity” - Two aspects: transferable skills and task knowledge When are Followers at a Developed Level? - Interest - Confident - Aware When are Followers at a Developing Level? - Low skill level - Motivated or confident What are the 4 Development Levels? - D1 - D2 - D3 - D4 D1 - Low competence-high commitment New to a goal unsure/uncertain Excited for the challenge D2 - Some competence-low commitment Some learning done Loss of confidence D3 - Moderate to high competence-variable commitment Developed skills Uncertain about their abilities D4 - High competence-high commitment Skills and knowledge to complete the goal Confidence in their abilities How Does the SLII Model Work? - Followers move back and forth along the developmental continuum Effective leaders adapt to followers development level What are the Steps in the Situational Approach? - Determine the situation - Identify the goal, complexity, and followers’ competence and commitment - Adapt leadership style to prescribed style of SLII model Ex. D1 = S1 The Role of the Situation - Followers may require difference approach based on the task Ex. D1 requiring S1 for one task; D3 requiring S3 for another - Followers may also change development level within the same task Strengths and Criticisms Strengths of the Situational Leadership Approach - Useful to practitioners - Applicable across many settings - Prescriptive approach Identifies what leaders should do - Emphasizes leader flexibility Focus on situational factors Criticism of the Situational Leadership Approach - Few studies of underlying assumptions - Lack of clarity for how commitment and competence are combined Changes over time - Fails to account for demographics - Forced to describe leadership style within 4 specific parameters

Use Quizgecko on...
Browser
Browser