Leadership PDF - Industrial/Organizational Psychology

Chapter 12 Leadership Industrial/Organizational Psychology (PSY 32012-2) Personal Characteristics associated with and when the leader...

Chapter 12 Leadership Industrial/Organizational Psychology (PSY 32012-2) Personal Characteristics associated with and when the leader uses a more directive Leadership leadership style Leader Emergence ▪ The key to effective leadership is the o The idea that people who become leaders synthesis of three variables: wisdom, possess traits or characteristics different from intelligence, and creativity people who do not become leaders C. Needs – need for power, need for achievement, o People are born with a desire to lead or not lead, and need for affiliation as somewhere between 17% and 30% of leader ▪ Leadership Motive Pattern – high need for emergence has genetic basis power and a low need for affiliation o High Openness, Conscientiousness, and ▪ An effective leader should be concerned Extraversion, Low Neuroticism = leaders more with results than with being liked o High Self-monitors = leaders ▪ Leaders with high affiliation needs may o More intelligent = leaders decide that being liked is more important o Motivation to lead has three aspects: than being successful, causing conflict with 1. Affective Identity Motivation – become their decision leaders because they enjoy being in charge ▪ Successful leaders will not place their need and leading others to be liked above the goals of the 2. Noncalculative Motivation – seeking organization leadership positions when they perceive ▪ Thematic Apperception Test – projective test that such positions will result to personal which a person is shown a series of pictures gain and asked to tell story about what is 3. Social-Normative Conditions – become happening in each leaders out of a sense of duty ▪ Job Choice Exercise – the person reads o Individuals with high leadership motivation tend descriptions of jobs that involve varying to obtain leadership experience and have degrees of power, achievement, and confidence in their leadership skills affiliation needs and rates how desirable he o Men = short-term groups and groups carrying finds each particular job out tasks with low social interaction ▪ Another method: examine the themes that o Women = high social interaction occur in their writing and speeches Leader Performance D. Gender – role of gender in leader effectiveness o Involves the idea that leaders who perform well is complex possess certain characteristics that poorly ▪ Men = situations traditionally defined in performing leaders do not masculine terms and in situations in which A. Traits – extraversion, openness, agreeableness, the majority of subordinates were mean and conscientiousness were positively related ▪ Women = situations traditionally defined in to leader performance and that neuroticism was less masculine terms negatively related E. Task Versus Person Orientation ▪ Management, decision-making, and oral- ▪ Person-oriented leaders act in warm and communication skills were highly supportive manner and show concern for correlated with leadership effectiveness their subordinates ▪ Self-monitoring – focuses on what leaders Believe that employees are intrinsically do as opposed to what they are motivated, seek responsibility, are self- ▪ Certain traits are necessary requirements controlled, and do not necessarily dislike for leadership excellence but that they do work not guarantee it Consult their subordinates before ▪ Leadership excellence is a function of the making decisions, praise their work, ask right person being in the right place at the about their families, and etc. right time Socially withdrawn B. Cognitive Ability – most important when the Appreciate humor leader is not distracted by stressful situations Have satisfied employees  Chapter 12 Leadership Industrial/Organizational Psychology (PSY 32012-2) ▪ Task-oriented leaders define and structure Interaction between the Leader and the Situation their own roles and those of their Situational Favorability subordinates to attain the group’s formal o Fiedler’s Contingency Model – any individual’s goals leadership style is effective only in certain See their employees as lazy, situations extrinsically motivated, wanting ▪ Leadership training should concentrate on security, undisciplined helping people understand their leadership Manage or lead by giving directives, style and learn how to manipulate a setting goals, and making decisions situation so that the two match without consulting their subordinates ▪ Least-Preferred Coworker Scale – to help Under pressure, they become anxious, people understand their leadership style defensive, and dominant Leaders identify the subordinate whom Produce humor they would least want to work Productive employees The favorableness of a situation is ▪ Team – both task and person oriented determined by three variables: task ▪ Impoverished – neither task nor person structuredness, leadership position oriented power, leader-member relations ▪ Middle-of-the-road – moderate amounts of Leader Match Training Program – both orientations individual’s leadership style is not easily ▪ Leadership Opinion Questionnaire – filled changed out by supervisors who want to know their Organizational Climate behavioral style o IMPACT Theory – each leader has one of six ▪ Leader Behavior Description Questionnaire behavior styles: informational, magnetic, – provide picture of how they perceive their position, affiliation, coercive, or tactical leader’s behavior 1. Informational Style – provides info in a climate ▪ Women = more person oriented of ignorance, where important information is F. Unsuccessful Leaders missing from the group (Ignorance) × Lack of Training 2. Magnetic Style – leads through energy and × Cognitive Deficiencies optimism but characterized by low morale × Personality – insecure and adopt one of the (Despair) top three personality types: the paranoid or 3. Position Style – lead by virtue of the power passive-aggressive (deeply rooted inherent in that position (Instability) resentment and anger), the high-likability 4. Affiliation Style – leads by liking and caring floater (insecure and seldom rocks the about others (Anxiety) boat), and the narcissist (overcome 5. Coercive Style – leads by controlling and insecurity by overconfidence) punishment (Crisis) × Engaging in illegal and unethical behavior 6. Tactical Style – leads through strategy × Avoiding conflict and people problems (Disorganization) × Demonstrating poor emotional control o Find the climate that is consistent with the × Over-controlling behavioral style × Demonstrating poor task performance o Change style to meet a particular climate × Poor planning, organization, and o Change follower’s perception of the climate so communication that the perception matches the leader’s × Starting or passing on rumors or sharing behavioral style confidential information o Changing the climate itself rather than changing × Procrastinating and not meeting time followers’ perceptions of the climate commitments Subordinate Ability × Failing to accommodate the personal needs o a leader’s behavior will be accepted by of subordinates subordinates only to the extent to which the × Failing to nurture and manage talent behavior helps them achieve their goals  Chapter 12 Leadership Industrial/Organizational Psychology (PSY 32012-2) o supervisors must adjust their behaviors based o Vroom-Yetton Model – provide a flowchart that on the needs of the subordinates can tell a leader what process to go through o Path-goal Theory – a leader can adopt one of when making a decision four behavioral leadership styles to handle each o Management by Walking Around (MBWA) – most situation: effective when leaders are out of their office, a. Instrumental Style – calls for planning, walks around, meets, and talks to employees organizing, and controlling the activities of and clients employees o Leaders who have power are able to obtain b. Supportive-Style – shows concern for more resources, dictate policy and advance employees father in an organization c. Participative-Style – shares information a. Expert Power – expert knowledge with employees and lets them participate in (something that others in an organization decision making needs and the leader must know something) d. Achievement-oriented Style – sets b. Legitimate Power – able to get employees to challenging goals and rewards increases in comply with their orders performance c. Reward Power – involves having control o Situational Leadership Theory – a leader over both financial and nonfinancial rewards typically uses one of four behavioral styles: d. Coercive Power – willing to use her ability to 1. Delegating punish 2. Directing – most effective e. Referent Power – complimenting others, 3. Coaching doing favors, and generally being friendly ▪ Follower Readiness – ability and willingness and supportive to perform a particular tasks; most o Transactional Leadership – consists of many of important follower characteristic the task-oriented behaviors Relationships with the subordinates ▪ Has three dimensions: o Leader-Member Exchange Theory (Vertical 1. Contingent Reward Dimension – reward Dyad Linkage Theory) – concentrates on the followers for doing activity interactions between leader and subordinates 2. Management by exception-active – (Leader-member exchanges) actively monitor performance and take ▪ Leaders develop different roles and corrective action when needed relationships with people under them and 3. Management by Exception-passive – do thus act differently with different not actively monitor follower behavior subordinates and who take corrective actions only ▪ In-group – HQ relationship with the leader when problems are serious Developed trusting, friendly ▪ Extraversion; positively related to relationships agreeableness, conscientiousness, and ▪ Out-group – LQ relationship with the leader openness to experiences; negatively Specific Leader Skills correlated to neuroticism o Initiate ideas o Transformational Leadership – focus on o Informally interact with the subordinates changing or transforming the goals, values, o Stand up and support subordinates ethics, standards, and performance of others o Take responsibility ▪ Visionary, charismatic, and inspirational o Develop group atmosphere ▪ Confident, have need to influence others, o Organize and structure work and hold a strong attitude that their beliefs o Communicate formally with subordinates and ideas are correct o Reward and punish subordinates ▪ Charisma, intellectual stimulation, individual o Set goals consideration o Make decisions o Good leaders possess five characteristics: o Train and develop employee skills 1. Vision o Solve problems 2. Differentiation o Generate enthusiasm 3. Values  Chapter 12 Leadership Industrial/Organizational Psychology (PSY 32012-2) 4. Transmission of Vision and Values 6. Autonomous – involves being independent 5. Flaws and individualistic and making one’s own o Characteristics that people need for persuasion: decisions ✓ Expertise Leadership: Where are we today? ✓ Trustworthiness o Certain people will be effective leaders in ✓ Attractiveness certain situations when particular types of o Three aspects of the message presented that people are flowers has a role in persuasion: o Different situations require different leadership A. Message Discrepancy styles and skills and individuals who have a B. One-Sided versus Two-Sided arguments – wide variety of relevant skills will be best able pros and cons to be effective leaders C. Threats o Leaders who are able to adapt their Cultural Differences in Leadership: Project Globe interpersonal styles to fit the needs of followers o Project GLOBE has two goals: (1) discover will be better leaders differences and similarities in culture; and (2) o Leader must use different skills in different determine why these differences exists situations and act differently with different o Culture differ on these nine dimensions: followers a. Uncertainty Avoidance – culture avoids end uncertainty by using social norms and rituals b. Power Distance – power is unequally shared c. Social Collectivism – culture encourages collective distribution of resources d. In-group Collectivism – individuals express pride in their organizations and families e. Gender Egalitarianism – culture tries to minimize differences in gender roles and prevent discrimination f. Assertiveness – individuals are assertive and challenging in social relationships g. Future Orientation – culture plans for and invests in the future h. Performance Orientation – encourages and rewards improvements in performance i. Humane Orientation – encourages and rewards people for being fair, caring, and giving o Six main leadership styles: 1. Charismatic – involves vision, inspiration, integrity, and performance orientation 2. Self-protective – involves following procedure, emphasizing status differences, being self-centered, and saving face 3. Humane – involves being modest and helping others 4. Team-oriented – being collaborative, building teams, and being diplomatic 5. Participative – getting opinions and help of others