Leadership Styles PDF

Week 9 (FINAL EXAM) (Chapter 9) Leadership Leadership: The influence that particular individuals exert on the goal achievement of others in an organizational context. Motivating people and gaining their commitment 2 major tasks of leaders: Leve...

Week 9 (FINAL EXAM) (Chapter 9) Leadership Leadership: The influence that particular individuals exert on the goal achievement of others in an organizational context. Motivating people and gaining their commitment 2 major tasks of leaders: Level 1 - managing those around them to get day to day tasks done (managerial). Level 2 - inspiring others to do the extraordinary (leader) Characteristics you want in leaders is also what you want others to see in you The art of mobilizing others to want to struggle for shared aspirations. Leaders are creative, and learning happens when you struggle (Kouzes & Posner) There are 3 things required for success: integrity, intelligence and energy. If you are missing the first, the other two will kill you (Warren Buffet) Trait theory of leadership: those who become leaders and do a good job of it possess a special set of traits that distinguish them from the masses of followers. Includes intelligence, energy, drive, self confidence, dominance, motivation to lead, emotional stability, honesty, integrity, need for achievement, sociability Formal vs Informal Formal: ○ Legitimacy - Assigned leadership roles. Ex. CFO, VP ○ Role/position - They are expected to influence. Given specific authority to direct employees. No guarantee of true leadership. (Influence is creating intrinsic motivation in workers, but if they don’t have true leadership, they don’t do this) Informal: ○ No legitimate title - seemingly lower level participants, no formal authority ○ Positive power always - don’t need to use negative power ○ Critical knowledge and experience - they have something special Leaders vs Managers The role of the leader and role of the manager are not the same Managing is doing things right (by rules and policies). Leading is doing the right thing (by values) Managing: planning, delegating, organization, providing feedback Leading: providing influence, and goes deeper than managing P vs Transformational (continuum) Transactional leadership ○ Manager-like role ○ Motivate by exchanging rewards for services, contingent reward behaviour (reinforcement theory) Ex. Doing work for money.  ○ Leader reward and punishment behaviours are positively related to employee attitudes and behaviours bc they lead to more positive perceptions of justice and lower role ambiguity ○ Make sure working conditions are good, physical safety, people are compensated around an industry average, change work design to increase productivity ○ Management by exception: degree which leaders take corrective action on the basis of results of leader follower transactions Transformational ○ Leader-like role ○ Arouse intense feelings ○ Intellectual stimulation (stimulate people to take risks and new ideas) ○ Inspirational motivation (intrinsic motivation) ○ Rely on personal sources of power ex. charisma ○ Individualized consideration (low power distance) ○ Charisma (ability to command strong loyalty and devotion from followers through attractiveness and thus have potential for strong influence among them) ○ 1. Transform followers expectations to get them to do and be more than they thought was possible ○ 2. One on one relationships ○ 3. Provide people with a sense of meaning ○ 4. All leaders have common purpose 4 Primary leadership development approaches (diagram) Universal leader influence: leaders are leaders because of some enduring aspect of their traits or behaviours regardless of the situation (box 1 and 2) Situation contingent leader influence: leaders adjust their traits or behaviours to fit the demand of the situation (box 3 and 4) Box 1: Universal Leader Influence - Trait approaches Trait: characteristics ex. Physical attributes, intellectual ability, personality. It’s predispositional genetics. Belief that certain individuals are destined to be leaders regardless of the situation Born a leader. It’s associated with charisma. Used to be called the great man approach, now the great person approach. Has something special that most ppl don’t. Traits associated with leadership effectiveness. Ex. intelligence, energy, drive, self confidence, emotional stability, honesty, integrity Limitations of the trait approach: controversy. Some ppl don’t believe in born leaders Leadership categorization theory: power of perception in leadership. People are more likely to view somebody as a leader and evaluate them as a more effective leader when they possess prototypical characteristics of leadership. But you should look closer. (social identity theory) In hiring process, extraversion and conscientiousness are seen as the biggest factors of a leader They are innovative and creative, they are known for helping people find their sense of  meaning, they are confident in their followers capabilities, they increase self efficacy and confidence in their followers Box 2: Universal Leader Influence - Behaviour approaches 2 leader behaviours that result in follower satisfaction and high performance always 1. Initiating structure (task leader) ○ The degree to which a leader concentrates on goal attainment ○ A leader who is concerned with accomplishing a task by organizing, planning and dividing labour (higher leader job performance and group performance) ○ Managerial-like role (what you do) 2. Initiating consideration (social-emotional leader) ○ The extent to which a leader is approachable and shows personal concern for employees ○ A leader who is concerned about reducing tension, resolving disagreements and maintaining morale (higher job satisfaction) ○ People oriented, friendly, humanistic encouraging (how you get it done) Consequences: ○ Employee motivation increase ○ Job satisfaction increase ○ Overall leader effectiveness increase Box 3: Situation-Contingent Leader Influence - Trait approaches Fiedler’s contingency model: the association between leadership orientation/traits and group effectiveness is contingent on situational favourableness for exerting influence. Some situations are more favourable for leadership than others It’s a matching theory, specific people are matched to situations. People don’t change Assumes that the nature of the situation determines which orientation/trait are most effective. Ex. a different person is chosen as leader depending on the situation 1. Leadership orientation ○ Least preferred coworker scale (LPC) ○ LPC: diagnostic where you think of a current or past coworker with whom a leader has had a difficult time accomplishing a task ○ Depending on your answers on the LPC, you were declared to have a low or high LPC score (tests how you view difficult/unliked ppl, which reveals yourself) ○ Low LPC: likes strict, top down, rules and regulations (task leader orientation) ○ High LPC: people and relationship oriented (relationship leader orientation) 2. Situational favourableness ○ Leader-member relations: Extent to which the group trust and respects the leader and follows their direction ○ Task structure: degree a task is specified and defined as opposed to unstructured and ambiguous ○ Position power: the extent which the leader has official power, ability to influence because of their hierarchical authority Box 4: Situation-Contingent Leader Influence - Behaviour approaches House’s Path-Goal Model: concerned with the situations under which specific leader behaviours are most effective. Leaders can and should adapt their styles to the situation demanded. Depending on the situational factors, a leadership behaviour is chosen. (Fun fact: House also came up with “situational sensing”) It’s a matching theory, where people must change depending on the situation. They match and adapt themselves to the situation. 1. Leadership behaviour: Directive behaviour ○ Consistently letting subordinates know what is expected of them ○ Give specific guidelines on what and how to do things ○ Schedule their work ○ Constantly set standards and rules ○ Appears in contingency management (#4) ○ Ex. Fire department on a mission Supportive behaviour ○ Constantly showing concern for the wellbeing of subordinates ○ Are friendly, approachable and helpful ○ Ex. Clothing retail store with clearly defined roles Participative behaviour ○ Are participative and asking for subordinates suggestions ○ Allow participation to improve productivity (gainsharing) ○ Foster autonomy, give workers more decision making ○ Appears in human resource management (#3) Achievement oriented behaviour ○ Always helping to set challenging goals ○ Demanding and encouraging high levels of performance and excellence ○ Have ultimate confidence in workers 2. Situational factors: Employee characteristics (POV of new manager) Level of authoritarianism ○ Do these employees usually have a lot or little autonomy? Employees used to a lot of autonomy won’t like a directive behaviour manager Locus of control ○ Do these employees have internal or external control (planned vs go with the flow)? Level of ability ○ Are these employees newbies or experienced workers? 2. Situational factors: Environmental factors Nature of tasks ○ Are the tasks neat or unorganized? Clear tasks with routine don’t need directive leadership ○ Do people know what is expected? High or low ambiguity? Formal authority ○ Is there a strict chain of command or is it lean and loosely structured where  everyone talks to each other? Participative leadership (Contingency behaviour cont.) Participative leadership: involving employees to make work related decisions Women tend to like participative leadership Advantages: ○ Motivation: feel like its enriching their jobs, it allows them to set work goals, feel like you’re contributing to productivity, there’s variety to do, increases intrinsic motivation and autonomy (assume employees have high GNS) ○ Quality: have higher quality work bc workers have pride in their work, employees have better technical skills than boss, and “two heads are better than one” ○ Acceptance: they have escalation of commitment, they assume responsibility Disadvantages: ○ Time and energy: manager feels like it's quicker for themself to do the work then give it to employees ○ Loss of power: manager feels a reduction of power and influence ○ Lack of receptivity or knowledge: employees may not be receptive if they have low GNS, they don’t want to do more work or they feel like they aren’t equipped for it. Manager must know their employees before giving more responsibilities Box 4: Vroom and Jago’s Situational Model of Participative Leadership Specifies when leaders should use participation behaviour leadership and to what extent they should use it. Make high quality acceptable decisions without undue delay. Model suggests various degrees of participation that a leader can exhibit Range of behaviour: AI, AII, CI, CII, GII (A = autocratic, C = consultative, G = group) AI:solve problem using info you have, AII: get info from employees than solve problem, CI: share problem with some employees than make decision, CII: share problem with all employees then make decision, GII: solve problem with all employees It’s a continuum of low to high participation managers want from the employees Based on decision tree analysis, you would give a low (A) or moderate (C) or high (G) amount of responsibilities/autonomy to ex. self managed work team Alternative leadership approaches - other leadership development skill areas working on today Leader member exchange theory (LMX): relationship-based approach to leadership between leader and employee. Ex. Disney video manager had high LMX because there was low power distance. LMX differentiation refers to the variability in quality of LMX relationships between members of the same workgroup. Correlation between low EQ and high LMX. Developmental leadership: training leaders on how to get their people to be empowered and be self-managed. Managers must have a low ego. Develop ethos, pathos, logos Strategic leadership: Ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a viable future for the organization. Do you operate with a framework/thermostat? Do you know your desired point, present point, how to get there, and how to measure it.  Global leadership: Must have CQ. Have unbridled inquisitiveness, personal character, duality and be savvy. See globally but operate locally. Need to have a global mindset, tolerate high levels of ambiguity, and exhibit cultural adaptability and flexibility. Shared leadership: It’s informal where there’s no assigned leader and different group members take on the role of leader at various times. Leadership roles and influences are distributed across leaders in a group and they must rely on being well liked or perceived as highly skilled to exert influence. Leaders should be able to share and not be selfish. New & Emerging approaches to positive leadership Positive leadership: Leadership that focuses on leader behaviours and interpersonal dynamics that increase followers confidence and result in positive outcomes beyond task compliance ○ 1. Empowering leadership: fostering autonomy, empower people to be self managed ○ 2. Ethical leadership:(value based) doing things for a greater good. Reward ethical behavior, punish unethical behaviour. ○ 3. Authentic leadership: closely related to integrity. Actions and words match. Being true to oneself and internal values. Leader has self awareness, relational transparency, balanced processing, and internalized moral perspective ○ 4. Servant leadership: going beyond your own interest and to have genuine concern to serve others. Being humble and having stewardship. Concern for the need and wellbeing of followers. Leaders empower and develop people, humility, authenticity, interpersonal acceptance, and provide direction. ○ 5. Emotional intelligence and leadership: they should have social management and EQ ○ 6. Culture and leadership: Have CQ, there are leadership attributes that are culturally contingent. There are 9 aspects that differ between cultures: performance orientation, assertiveness, future orientation, humane orientation, institutional collectivism, in-group collectivism, gender egalitarianism, power distance and uncertainty avoidance ○ 7. Gender and leadership: awareness of the barriers and number of categories ex. Sexual orientation, gender etc. Women tend to be better managers due to being more participative, democratic, and transformative and better social skills. Women are best at middle management roles. Men tend to be laissez-faire and have traits associated with leadership. - increased EDI (equity diversity and inclusion) leads to better leadership. ○ 8. Change leadership: having leadership capabilities to function effectively in different cultures and being able to cross language, social, economic, and political borders. Have a global mindset, tolerate high levels of ambiguity, and exhibit cultural adaptability and flexibility. ○ 9. Leadership sustainability: train ppl on triple bottom line - social, environmental and financial concerns Leadership effectiveness equation Leadership effectiveness = L1 + L2 + GM + S Add up what the leader brings + what’s the leader chosen behaviour + what employees bring + situation they are in *We don’t need to know this equation in detail, just know what each variable stands for* L1 = Leader traits Individual characteristics such as physical attributes, intellectual ability, and personality Intelligence, energy, self confidence, dominance, motivation to lead, honesty, integrity, need for achievement Big 5 - extraversion, emotional stability, agreeableness, conscientiousness, openness to experience Other 7 - locus of control, self monitoring, self esteem, positive and negative affectivity, proactive personality, self efficacy, core self evaluations L2 = Leader behaviours Relationship oriented behaviours: (initiates consideration) Inspires, makes work meaningful for people, provides emotional support and encouragement, promotes principles and values, demonstrates servant leadership, aligns and mobilizes people Task oriented behaviours: (initiates structure) Direction setting, high performance standards, hands on guidance, frequent feedback, stability of performance, asks tough questions, strong customer orientation, adapts to the situation GM = Group member characteristics Tasks abilities/capabilities, intellectual ability, and personality Intelligence, motivation, energy, self confidence, dominance, need for achievement Big 5 - extraversion, emotional stability, agreeableness, conscientiousness, openness to experience Other 7 - locus of control, self monitoring, self esteem, positive and negative affectivity, proactive personality, self efficacy, core self evaluations S = Situation Internal environments (power, politics, culture, subcultures, how clear and routine tasks are, how challenging tasks are, whether jobs are seen as frustrating or dissatisfying) External environments (economic, competitors, customers, suppliers, industry associations, social, political, technological etc.)