Leadership Models PDF

**Chapter (6) -- New Models for Leadership: Neo-charisma, Inspiration, and the Relationship with Followers** - **Charismatic Leadership:** **Requirements of charismatic leadership:** 1. Leader 2. Followers 3. The situation **Characteristics of charismatic leaders:** 1. High self-confide...

**Chapter (6) -- New Models for Leadership: Neo-charisma, Inspiration, and the Relationship with Followers** - **Charismatic Leadership:** **Requirements of charismatic leadership:** 1. Leader 2. Followers 3. The situation **Characteristics of charismatic leaders:** 1. High self-confidence 2. Strong convictions about ideas 3. High energy and enthusiasm 4. Expressive 5. Excellent communication 6. Active image-building **Characteristics of followers of charismatic leaders:** 1. A high degree of respect and esteem for the leader 2. Loyalty and devotion to the leader 3. Affection for the leader 4. High-performance expectations 5. Unquestioning obedience **The charismatic situation:** **External factors:** 1. Situations of crisis: provide more latitude for leader initiative to demonstrate leadership abilities. 2. Situations where a change and a new ideological vision need to be articulated, and followers are ready to be saved. (emotionally charged situation, new beginnings, and radical solutions) 3. Leaders use dramatic symbols to illustrate their goals and highlight their followers\' roles in resolving crises. (followers are convinced that only their leader can help them and make them aware of how they can contribute individually) **Internal factors:** 1. Organizational life cycle: charismatic leaders are likely to emerge in the early and late stages of an organization's life cycle when there is no direction established or change/revival is needed. 2. Type of task and reward structure: complex, challenging, and ambiguous tasks that require initiative and creativity, and external reward is not tied to performance. 3. Organizational structure and culture: flexible and organic structures and nonbureaucratic organizational cultures. **Ethical and unethical. Charisma:** **Ethical charisma** **Unethical charisma** ----------------------------------- ------------------------------ Used power to serve others Uses power for personal gain Matches vision to followers needs Promotes own vision Open to feedback Closed to criticism Develops followers Top-down communication Encourages thinking Insensitive to followers - **Transactional Leadership:** Based on the concept of exchange between leaders and followers (LMX). The leader provides followers with resources and rewards in exchange for innovation, productivity, and effective task accomplishment. **Two styles of transactional leadership:** 1. Contingent reward: using contingent rewards, where leaders provide followers with promised rewards and followers fulfill their goals. 2. Management y exception (MBE): whereby the leader interacts little with followers, provides limited or no direction, and only intervenes when something goes wrong. Active MBE: leaders monitor follower activities and correct mistakes. Laisses faire: leaders are passive and indifferent toward followers and their tasks. In both cases = little positive reinforcement or encouragement is given + leaders rely almost exclusively on discipline and punishment. **Three transactional leadership factors:** 1. Charisma and inspiration: create an intense emotional bond between the leader and followers = loyalty and trust in the leader + followers are inspired to implement the leader's vision. 2. Intellectual stimulation: the leader's ability to motivate followers to solve problems by challenging them intellectually and encouraging them to come up with creative solutions. 3. Individual consideration: the development of a personal relationship with each follower, which is closely related to the Leader-Member Exchange (LMX). The leader treats each follower differently but equitably = followers feel special, encouraged, and motivated = they perform better. - **Spiritual and Value-Based Leadership:** Spirituality focuses on how leaders and followers tap into their basic values to transform organizations by creating a vision based on deeply held values related to making a difference. Leaders develop their relationships with followers based on the values they share. One important value to the organization is ethics, and others would be spiritual values such as love, hope, humility, and faith. Ethical leaders demonstrate fair, appropriate, and caring personal and social decisions and behaviors and communicate with followers. **Elements of spiritual and values-based leadership:** 1. Focusing on how leaders and followers tap into their values to create change. 2. Integrity and honesty are two important values. 3. Ethical leaders are fair and consider the personal and organizational implications of their decisions and actions. 4. Closely linked to transformational and authentic leadership. - **Authentic leaders:** People who know themselves well and remain true to their values and beliefs. 1. They understand their purpose. 2. Practice solid values; they have personal values that guide their decisions. 3. Lead with their heart, they are open with their followers. 4. Connect with followers, they establish long-lasting relationships. 5. Demonstrate self-discipline; they work hard to demonstrate their values and guide their followers. **Chapter (8) -- Participative, Management and Leading Teams** **The continuum of participation:**  **Why should participation and teams be used?** The use of teamwork and participation occur along a continuum. On one end, the leader retains all control and makes all decisions without any consultation or even information from the subordinates on the other end, the leader delegates all decision-making to followers and allows them the final say. Few leaders use extreme autocratic or delegation styles. Most rely on a style that falls somewhere in between. **Criteria for the use of participation:** 1. The task is complex, and quality is important. It requires input from people with different expertise. 2. When follower commitment is needed. 3. When there is time. 4. When the leader and follower are ready. (Agreement -- both trained and committed) 5. When the leader and followers can easily interact. **Benefits of participation:** 1. Development of followers. 2. Better decisions on complex tasks. 3. Increase in follower motivation and commitment. 4. Opportunity to empower followers. **Guidelines for good delegation:** 1. Delegate pleasant and unpleasant tasks. 2. Clarify goals and guidelines regarding expectations. 3. Delegate authority along with responsibility and provide sources (time, training, and advice). 4. Monitor and provide feedback, keep track of progress, and provide feedback. 5. Delegate to different followers who are motivated to complete the task. 6. Create a safe environment and encourage experimentation. 7. Develop your coaching skills and take workshops and training classes to ensure you have the skills to delegate. **Excuses for not delegating:** 1. Followers are not ready. 2. Subordinates do not have the skills. 3. Leaders are uncomfortable delegating their tasks. 4. Leaders can do the job quicker themselves. 5. Followers are too busy. 6. Leaders are responsible for their follower's mistakes. 7. Managers may think that subordinates are not working hard enough. **Characteristics of teams:** 1. Members are fully committed to common goals they develop themselves. 2. Members are mutually accountable to one another and to the organization for the outcome of their goal. 3. Members trust one another. 4. In a collaborative culture, group members share norms, and team members have a shared culture. 5. Shared leadership based on facilitation. 6. Teams develop synergy; team members together achieve more than everyone can do. **Characteristics of self-managed teams:** 1. Power to manage their work: set goals, plan, staff, schedule, monitor quality, and implement decisions. 2. Members with different expertise and experience. 3. No outside manager and power to implement team decisions. 4. Team members have the power to implement decisions. 5. Coordination with other teams. 6. Internal leadership is based on facilitation; leadership rotates among members depending on each member's expertise in handling a specific situation. **Helping teams become effective:** 1. Team building to clarify team goals and member goals and set patterns for acceptable interactions. 2. Cross-training to ensure that team members understand one another tasks. 3. Coordination training to allow the team to work together. 4. Self-guided orientation to teach team members to monitor, assess, and correct their behavior. 5. Assertiveness training to help team members express themselves appropriately when making requests, providing feedback, and interacting among themselves. **Elements of self-leadership:** 1. Developing positive and motivating thought patterns. 2. Personal goal setting. 3. Observation and self-evaluation. 4. Self-reinforcement control and monitoring. **The strategies for the development of self-leaders:** 1. Listen more, talk less. 2. Ask questions rather than provide answers. 3. Share information rather than hoard it. 4. Encourage independent thinking rather than compliant followership. 5. Encourage creativity rather than conformity. **Team leadership roles:** **The role of leaders in a team environment:** 1. Facilitators and coaches. 2. Caretakers of their teams (achieve goals by providing instructions, conflict management, encouragement, and resources). 3. Assist their team by obtaining the resources needed to solve problems. 4. Only interfere when needed. 5. Helping the team members in getting the right type of training. 6. Make the team aware of its boundaries.