Ltb - My Notes PDF

Week 2 - leadership at the individual level Agenda: Define leadership and understand its meaning Appreciate the importance of leadership Distinguish the differences between management and leadership Have a brief understanding of the traits, behavior and contingency approaches to the...

Week 2 - leadership at the individual level Agenda: Define leadership and understand its meaning Appreciate the importance of leadership Distinguish the differences between management and leadership Have a brief understanding of the traits, behavior and contingency approaches to the study of leadership What is leadership? (defining leadership) General context ○ When asked about what a headteacher should be, even 7 year old kids have many different opinions and definitions for what a headteacher should be → there are many definitions of leadership ○ There are so many definitions of leadership by different people (check slides for quotes), and thus it is highly unlikely for us to all agree to one ○ The whole point of studying leadership is about what good leadership is, where good means morally good and technically good/effective (not about what the definition is) Some quotes about what leadership is ○ Leadership is the art of mobilizing others to want to struggle for shared aspirations (kouzes, J. and Posner, B.) ○ Leadership is a process whereby an individual influences a group of individuals to achieve a common goal (Northouse) Defining leadership ○ Has no one universal definition, but rather it has many different definitions ○ Is complex and thus hard to define ○ Forget about trying to define leadership, focus on studying what is good leadership Who is a leader? ○ Individuals who establish direction for a group, ○ Gain the group members’ commitment ○ Motivate them to achieve goals to move in that direction Does leadership matter? In general, leaders DO make a difference and affect people and their organizations An organization’s success is greatly determined by the quality of its leadership → HOWEVER, this is not always true - some leaders have little effect on people’s attitudes and behaviors How leaders affect their organizations LET’S Sell Cows / LET SSC The leadership process Leaders VS managers Leaders Managers Challenge the status quo Formulate detailed plans Create visions of the future Create efficient organization structures Inspire organizational members to Oversea day-to-day operations achieve the visions Relationship: Successful leaders are also good managers Successful managers are also good leaders The leadership and management paradigms overlap Close relationship between management and leadership ○ ‘Increasingly, management and leadership are being seen as inextricably linked. It is one thing for a leader to propound a grand vision, but this is redundant unless the vision is managed so it becomes real achievement’ → managerial leadership: do both, but different situation different style, for eg: certain situations may require leading by fear, while certain situations do not  A brief history of leadership thoughts The great man theory ○ The view that leaders possess special traits that set them apart from others and that these traits are responsible for their assuming positions of power and authority ○ “Born to lead” , “God give them” ○ Great man approach: sought to identify the inherited traits leaders possessed that distinguished them from people who were not leaders ○ Great man theory assumes that the capacity for leadership is inherent - that: Great leaders are born, not made Portray great leaders as heroic, mythic, and destined to rise to leadership when needed Term “great man” was used because, at that time, leadership was thought of primarily as a male quality, especially in terms of military leadership Leadership at the individual level Traits approach Behavioral approach Contingency approach Traits approach Behavioral approach Contingency approach This approach recognises that great Behavioral theory paradigm: Effective leadership is contingent on leaders possess key traits that set them Following the study of traits in leaders, matching a leader’s style to the right apart from most others, traits that researchers focused their attention on setting → no universal leader behavior remain stable over time and across studying what the leader says and does in that will always determine effective different groups an effort to identify the differences in the leadership → These leadership traits are also seen behavior of effective leaders versus as transferable across different settings ineffective leaders or groups. For example, if a leader is effective in one organization due to their Behavior perspective: charisma or intelligence, they would Focus on leaders’ behavior likely be seen as a great leader in another Michigan and ohio programs of Framework for contingency leadership group or organization as well, based on research variables: the same traits (chatgpt) ○ Task-oriented VS people-orientated/relatio Focus of trait approach: nship behavior (michigan) ○ Initiating behavior (task orientation) and consideration (ohio) The leadership grid - 2 dimensional leadership model that describes major leadership styles based on measuring both concern for people and concern for production → which style suits you for a situation? Track back from the options see which suits (i think it's like eg your preferred leadership style is task, then you track back and see what variable would you then need to change from current situation to match with the situation that OCEAN - big 5 traits is required to use this leadership style) [fixed style, change situation?] → if the leadership style don't match Strengths: situation, leaders may change situation Serves as a guide to leader by changing the 3 situational selection favourableness variables Can guide individuals in preparing for leadership responsibility Limitations: Does not identify which amount of characteristics are absolutely needed Can breed an elitist conception of leadership Different situations call for different combinations of traits Can lead some to be strong at one trait at the exclusion of its opposite Path Goal Theory Contingency Theory argues that leadership effectiveness depends on matching the right leader to the right situation. (chatgpt) Path-Goal Theory emphasizes that leaders should adapt their behavior to the situation and the needs of their followers to guide them toward achieving goals. (chatgpt)  Locus of control (chatgpt explanation) ○ Locus of Control is a psychological concept that refers to the degree to which individuals believe that they have control over the events that affect their lives. It is categorized into two main types: 1. Internal Locus of Control: Individuals with an internal locus of control believe that their actions, decisions, and efforts significantly influence the outcomes they experience. They tend to attribute success or failure to their own abilities, skills, and choices. For example, a student who believes they did well on an exam because of their hard work and preparation has an internal locus of control. 2. External Locus of Control: Individuals with an external locus of control believe that their lives are largely influenced by external factors, such as luck, fate, or the actions of others. They may attribute their successes or failures to circumstances outside their control. For instance, if the same student believes they did well on the exam because it was easy or the teacher liked them, they exhibit an external locus of control. ○ Application in Leadership: In leadership contexts, understanding the locus of control of team members can help leaders tailor their approaches. For example, individuals with an internal locus of control may thrive with autonomy and responsibility, while those with an external locus might benefit from more guidance and support. Perceived ability (chatgpt explanation) ○ perceived ability refers to how capable or confident followers believe they are in successfully completing a given task. ○ High Perceived Ability: When followers have high confidence in their ability, they may need less directive leadership. In such cases, being too directive can seem unnecessary or even demotivating, as the followers already know what to do. ○ Low Perceived Ability: If followers have low perceived ability, they might benefit more from directive leadership, where the leader provides clear instructions, guidance, and structure. They may need more support and encouragement to gain confidence in their tasks. Week 3 - leadership at organizational level and team leadership at organizational level Types of leadership: Charismatic leadership Transformational and Transactional leadership Stewardship and servant leadership Destructive leadership Agenda Understand the concept of charisma and what charismatic leaders are like Explain the nature of transformational and transactional leadership Describe and apply the principles of stewardship and servant leadership  Recognise that leadership can be destructive and what destructive leadership is like Charismatic leadership Charisma ○ Is “a social construct between the leader and follower, in which the leader offers a transformative vision or idea which exceeds the status quo and then convinces followers to accept this course of action not because of its rational likelihood of success, but because of their implicit belief in the extraordinary qualities of the leader” ○ The special personal quality or power of an individual making him or her capable of influencing or inspiring large numbers of people through their perceived social relationship to that person Charismatic leaders ○ leaders who have the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice Ignites followers energy Followers will submit to the leader ○ Chatgpt: In charismatic leadership, it is often not the leader's actual competence alone that makes them influential, but rather their ability to connect with followers on a deeper emotional and psychological level. This connection builds trust, loyalty, and admiration, which amplifies the leader’s influence Requirements ○ Leader characteristics ○ Follower characteristics ○ Situational factors Elmo so powerful many flee (ESPMF) Are all charismatic leaders good leaders? NOPES - Personalized charismatic leader → charismatic leader that uses it for self glorification Charismatic leaders can sometimes be seen as a dangerous curse ○ Ignore norms and rules ○ Rely on irrational desires of followers ○ Encourage belief in their personal effectiveness ○ Overlook contribution of context to their success  ○ Create deliberate and damaging destabilization ○ Chatgpt: Ignore Norms and Rules: Charismatic leaders may feel they are above established norms or regulations. Their strong personalities and influence can lead them to disregard standard procedures, which can disrupt organizational stability. Beyond the Influence of Colleagues: These leaders may operate independently and refuse to be influenced by their peers or colleagues, which can create isolation and reduce collaboration. Rely on Irrational Desires of Followers: Charismatic leaders often tap into emotional and irrational desires of their followers, using this to guide their actions rather than relying on logic or data. This can lead to poor decision-making based on sentiment rather than facts. Encourage Belief in Their Personal Effectiveness: They may cultivate a belief that their personal abilities are the reason for success, neglecting the contributions of the team or other factors. This can inflate their ego and skew the recognition of collective effort. Overlook Contribution of Context to Their Success: Charismatic leaders may fail to recognize how the environment or external factors have contributed to their success, attributing achievements solely to their abilities. This lack of awareness can lead to overconfidence and poor adaptation when circumstances change. Create Deliberate and Damaging Destabilization: Such leaders might provoke crises or disrupt stability deliberately to reinforce their need for control or to appear as indispensable during times of uncertainty. This can harm organizational effectiveness. While charismatic leadership can be powerful, these pointers highlight that it may lead to negative consequences, particularly when leaders prioritize their own vision over norms, collaboration, and objective decision-making. The concluding statement suggests that charismatic leaders often impose their personal view of how the world should be, which can clash with reality and the needs of the organization. Transactional & Transformational leadership Transactional Transformational Where leaders & followers are in some type Transformational leadership influences followers of exchange relationship in order to get through the sharing of a collective vision and by needs met motivating them to look past their personal interests Transactional leaders influence followers by for team and organizational benefits controlling their behaviors, rewarding the Achieving performance beyond normal expectations approved behaviors, and improve by changing how people feel about themselves and  performance by correcting problems by what is possible and raising their motivation to new using corrective actions highs 4 Is of transformational leadership - Idealised influence (role model) - Inspirational motivation (articulate appealing vision) - Intellectual stimulation (“wdyt we should do?”) - Individualised consideration (mentor, coach) *IMPT: it is NOT that if you are not transformational/not good at transformational, cannot fulfill all 4 elements then you are transactional → NO! They are different Transactional VS Transformational leadership **NOTE: Despite these differences, effective leaders exhibit BOTH transactional and transformational leadership skills in appropriate situations 5 types of leader power me/chatgpt ○ Transformational leadership: Power comes from referent power (influence through admiration and charisma). ○ Transactional leadership: Power comes from position power (influence through formal authority, rewards, and punishments). ○ expert power can be found in both leadership styles, but it plays a supporting role rather than being the core source of influence. Stewardship and servant leadership Stewardship A belief that leaders are deeply accountable to others as well as to the organization, without trying to control others, define meaning and purpose for others, or take care of others Servant leadership Leadership in which the leader transcends self-interest to serve the needs of others, help others grow, and provide opportunities for others to gain materially and emotionally  Stewardship VS servant leadership - chatgpt: ○ Primary Focus:  Stewardship: Focused on responsibility for the long-term well-being of the organization and its resources. Servant Leadership: Focused on the personal and professional growth and well-being of individual followers. ○ Approach to Leadership: Stewardship: Sees the leader as a caretaker or trustee of something greater (the organization or resources). Servant Leadership: Sees the leader as a servant to their followers, with leadership emerging as a consequence of serving. ○ Outcomes: Stewardship: Emphasizes long-term sustainability and the protection of resources. Servant Leadership: Emphasizes personal growth, employee satisfaction, and a supportive, empowered team. Conceptualization meaning - chatgpt: ○ Conceptualization is the ability of the leader to have a broader, visionary perspective, seeing beyond the day-to-day operations and thinking long-term about the goals and future of the organization. (visionary) Destructive leadership Definition: The systematic and repeated behavior by a leader, supervisor or manager that violates the legitimate interest of the organization by undermining and/or sabotaging the organization's goals , tasks, resources, and effectiveness and/or the motivation, well-being or job satisfaction of subordinates  intemperance (chatgpt) ○ refers to a lack of self-control or moderation, particularly in behaviors and habits. In leadership, intemperance often describes a leader's inability to manage their impulses, emotions, or desires, leading to excesses in decision-making or personal conduct (eg emotional outbursts, excessive behaviors, irrational decision-making) insularity (chatgpt) ○ refers to a leader's tendency to be isolated or disconnected from external ideas, perspectives, and feedback ○ can lead to stagnation, poor decision-making, and missed opportunities, as the leader is not open to learning from or engaging with the broader environment Toxic triangle Concept of the toxic triangle - a confluence of leader, follower and environmental factors that make destructive leadership possible  Elaboration - Chatgpt ○ In the toxic triangle of destructive leadership, susceptible followers do not need to be both conformers and colluders; one category suffices. These two types of followers represent different ways in which individuals can support or enable destructive leadership: 1. Conformers: These are followers who comply with destructive leaders out of fear, low self-esteem, or a desire for security. They tend to be passive, obedient, and may not challenge the leader's harmful behavior. Their compliance is often driven by self-preservation rather than active endorsement of the leader's vision. 2. Colluders: These are followers who actively support and collaborate with destructive leaders because they share similar values, goals, or see personal benefit in aligning with the leader. They may be ambitious, driven, and willing to engage in unethical behavior to advance their own interests alongside the leader's. ○ Cultural value → shape the norms and behaviors within a society or organization, creating an environment that can either promote ethical leadership or enable toxic leadership.  Checks and balances ○ The way power and influence are shared in an organizational system so that when power is invested in one part of the system it is counterbalanced with power invested in other parts of the system Week 4 - team leadership at the group level Importance of teamwork Ability to work in a team structure - highest weighted average rating of 4.60 Very few positions that do not require teamwork on some level. Teamwork is expected and if you cannot work well with others, you are never going to make it very far Feedback from the ground (what we lack) ○ Practical and soft skills such as interpersonal skills, working in teams and across cultures the ability to communicate well, negotiate effectively, and be resourceful and enterprising ○ Poor communicators and lack the confidence to interact in groups Teamwork is the fuel that allows common people to attain uncommon results Together as a team, everyone achieves more Group VS team - A group is NOT a team Group Team A group is a collection of individuals who interact A team is a unit of interdependent individuals primarily to share information and to make with complementary skills who are committed to a common purpose and set of performance goals decisions that enable each member to perform and to common expectations for which they hold within his or her area of responsibility themselves accountable A team is a small number of people with - Performance is merely the summation of complementary skills who are committed to: each group member’s individual 1. A common purpose contribution → there is no synergy, 2. Common performance goals 1+1=2 3. A common approach - Focus on individual goals 4. Holding themselves mutually - Share info responsible for results - Support each other - The collective efforts of the members results in a level of performance greater than the sum of the individual parts → teams create synergy, 1+1