Week 4 IWP Leadership PDF

BMAN10872 Introduction to Work Psychology College Leadership s Dr. Angelique Yue Fu email: [email protected] Overview Define leadership Approaches to understand leadership Transformational leaders Leader-follower relationship When leadership goes wrong – Destructive leadership...

BMAN10872 Introduction to Work Psychology College Leadership s Dr. Angelique Yue Fu email: [email protected] Overview Define leadership Approaches to understand leadership Transformational leaders Leader-follower relationship When leadership goes wrong – Destructive leadership What is leadership? The process whereby one individual influences other group members toward the attainment of defined group or organisational goals (Yukl, 2010) What is leadership? Three key elements in the process of leadership: 1. Influence. Primarily a process of influencing actions or attitudes of group members. Influence usually non-coercive (i.e., not dictators) 2. Goal-directed. Influence is for a purpose; to attain defined group or organisational goals 3. Followers. Leaders only exist in relation to followers, even though many theories forget this! Task: What are the attributes of a leader? Think of an example of a good leader (e.g., someone you’ve worked for, a famous leader) and a bad leader What are the differences between these people? Implicit theory of leadership Leader Emergence Formal leaders are those with position power Usually chosen by the organisation Think about a typical boss Informal leaders are those who emerge as a ‘de facto’ leader In situations with no formal structure Seem “Leader-like” – stand out from the crowd Fit with Implicit theory of leadership Leadership Emergence vs. Effectiveness Leadership Emergence: is concerned with who will emerge as a leader in an informal group or as an informal leader in a formal group (perceived as leader-like) Leadership Effectiveness: refers to a leader’s performance in influencing and guiding the activities of his or her unit toward achievement of its goals Leadership vs. management Leadership theories history Trait approaches Time Approach Core theme 1930s/1940s (and revisited) Trait Leaders are born, they have certain stable characteristics – who will make a good leader? l Often referred to as the ‘great man/woman/person approach’ l Leaders possess special qualities that set them apart from nonleaders l Traits refer to someone’s stable characteristics (e.g., demographics; physical characteristics; abilities; personality) l Implies that leaders are born, not developed Reviewing the evidence… Leadership Emergence: Physical Attractiveness (Face-ism), Height, Dominance, Masculinity, Conscientiousness, Intelligence, Extraversion, Openness to Experience and Emotional Stability. ØHttps://www.youtube.com/watch?v=SEDvD1IICfE - John Antonakis Lets face it charisma matters ØImplicit leadership theory Leadership Effectiveness: Intelligence, Extraversion, Openness to Experience and Emotional Stability are the most important factors Stodgill (1948), Lord et al. (1986). Judge (2002; 2004) Evaluation of trait approaches Some consistency in traits that are important for effective and emergent leaders (e.g., intelligence & Big 5 Personality) Modest effect sizes Traits have a bigger impact on leadership emergence than leadership effectiveness Are leaders really born – can we not do anything to train and develop leaders? Style approaches Time Approach 1950s to 1960s Style Core theme Leadership is about behaviour – what do good leaders do? l A more optimistic view; leadership can be developed l Effective leadership is less about our traits and more about how these traits are expressed in our behaviour ¯ What do leaders do that make them effective? Ohio and Michigan studies Ohio (Fleishman, 1969) Michigan (Katz et al., 1950s) Consideration (relationship-orientation). Relationship behaviours, building respect, trust, and liking (workers viewed as people and taken an interest in) Initiating structure (task-orientation). Task behaviours, organising work, defining roles and responsibilities, scheduling (workers viewed as a means for getting work accomplished) Judge, Piccolo & Ilies (2004); Derue, Nahrgang, Wellman & Humphries (2011) Ohio and Michigan studies Evaluation of style approaches More optimistic – just because you’re not born with particular traits doesn’t mean you can never lead Better predictors of leadership effectiveness than traits Still fairly simplistic; is the same style right for all situations and all followers? Contingency approaches Time Approach Core theme Late 1960s to early 1980s Contingency Leadership is affected by context – under a given condition what kind of leader or leadership style will be effective? l The type of leader/leadership behaviour that is best will depend on contingencies ¯ Organisational context ¯ Task context ¯ Follower context l Focus on leader effectiveness and context Situational leadership theory Hersey and Blanchard (1969) Leaders are effective when they select the right style for the ‘readiness’ of their followers Able High/moderate readiness = participative style Low readiness telling style = High readiness = delegating style Low/moderate readiness = selling style Unable Unconfident Confident Evaluation of contingency approaches Empirical support for contingency theories is weak. Context is important, but difficult to map However, consideration of match between context/needs of followers and leader style/traits is an advance Summary so far… Time Approach Core theme 1930s/1940s (and revisited) Trait Leaders are born, they have certain stable characteristics – who will make a good leader? Late 1940s to early 1960s Style Leadership is about behaviour – what do good leaders do? Late 1960s to early 1980s Contingency Leadership is affected by context – under a given condition what kind of leader or leadership style will be effective? Implicit Leadership Theory Recognition-based categorization processes ILTs represent pre-existing cognitive structures specifying traits and abilities that followers expect from leaders, stored in memory and activated when followers interact with a person in a leadership position. ILTs can play an important role in shaping employees’ perceptions of their actual manager through a “prototype vs. actual matching” process => ILTs Recognition (Lord et al., 1984; Epitropaki & Martin, 2004; 2005) The Structure of Semantic Memory The Prototype Approach (Rosch, 1978) üWe organize each category on the basis of a prototype, which is the item that is most typical and representative of the category. üWe decide whether an item belongs to a category by comparing that item with a prototype. üA prototype is an abstract, idealized example; may not exist. üMembers of a category differ in prototypicality. üGraded structure—all members of categories are not created equal. The Exemplar Approach vFirst learn some specific examples of a concept (exemplars). vThen classify each new stimulus by deciding how closely it resembles those specific examples. The Exemplar Approach Activity Think of a leader Identify key leadership characteristics. Why are these characteristics important? Which leadership qualities portrayed by your chosen leader would you like to emulate? Gender & leadership: The glass ceiling or labyrinth Are male or female leaders better? Are there any gender differences? Review suggests no overall gender differences in leadership effectiveness (Paustian-Underdahl et al., 2014). However … Self-ratings: Males more effective Other-ratings: Females more effective There may be differences in leadership styles (Eagly et al., 2003; Powell & Graves, 2003): Women likely to prefer democratic, participative and transformational styles Men likely to prefer autocratic styles Then why? “The glass cliff” Ryan &Haslam(2005) proposed a gender difference in leadership relating to positions in which women are recruited/promoted as leaders The glass cliff Men are given preferential access to more desirable, stable leadership positions Women are more likely to be put in a leadership position during times of organisational crisis (Ryan et al., 2005) As a result, female leaders are less likely to succeed The glass cliff has been demonstrated in several domains (e.g., politics, legal assignments, school elections; Ryan et al., 2016) https://www.youtube.com/watch?v=HaH6AnV7-1Q&t=2s Newer approaches Approach Core theme Transformational Leadership is a mixture of style and traits; the key is vision and inspiration Leader-Member Exchange (LMX) The relationship between leader and follower is central to understanding good leadership Destructive Leaders may exhibit destructive as well as constructive behaviours Transformational leadership Approach Core theme Transformational Leadership is a mixture of style and traits; the key is vision and inspiration Style/trait approach Transformational leadership theory Bass (1990) Probably the most influential leadership theory in current management thinking Transformational leader inspires followers to go beyond selfinterest in the service of a higher collective purpose Transactional leader motivates subordinate by observing performance, identifying rewards and distribute rewards for appropriate behaviour Contingent reward Transformational leaders https://www.youtube.co m/watch?v=fRPReWhMGM Individualised consideration Followers treated on own merits, seeking to develop followers Intellectual stimulation Encourages free thinking and emphasising reasoning Inspirational motivation Creates a vision of the future, inspiring followers Idealised influence (charisma) Setting a personal example, makes personal sacrifices, takes responsibility for own actions Transformational leadership What elements of transformational leadership do you see in the video? Transformational Leadership: Evaluation Strong evidence that transformational leaders are effective: Linked with better performance in followers, in teams, and in organisations (Wang et al., 2011) Largest effects size for leadership effectiveness (Judge & Piccolo, 2004) Can be trained, though some personal characteristics can help: Contrasts to trait approaches Associated with strong emotional stability, self confidence (Sarros & Santora, 2001) Believe they are in control of their destinies Transformational Leadership: Evaluation But are all transformational leaders good? Many dictators fit the description – “The Hitler Problem” Followers may copy unethical, charismatic leaders Need for ethical/authentic leadership Transformational Leadership: Evaluation Transformational leadership may not be important or appropriate for all jobs Transactional may be appropriate for ensuring routine work (Judge & Piccolo, 2004) Full Range Model Bass (1999) argued that the best leaders are BOTH transformational and transactional Leader Member eXchange theory Approach LMX Core theme The relationship between leader and follower is central to understanding good leadership Graen & Uhl-Bien (1995) A follower-centred approach; leadership involves two-way relationship between leader and followers Type of relationship can influence follower performance and satisfaction LMX theory The quality of leader-follower relationships is based on the types of exchanges Social versus economic Leaders develop better relations with some followers than others through these exchanges LMX will affect follower performance, commitment, morale Evaluation of LMX theory l Strong evidence for differences between ingroup and outgroup members – Ingroup members are more satisfied with jobs, perform more effectively, less likely to resign l Martin, Guillaume, Thomas, Lee & Epitropaki (2016) meta-analysis shows LMX predicts task performance, citizenship performance, and is negatively related to counterproductive performance in followers Destructive leadership Approach Core theme Destructive Leaders may exhibit destructive as well as constructive behaviours When leadership goes wrong… Systematic and repeated behaviour by a leader, supervisor or manager that violates the legitimate interest of the organisation by undermining and/or sabotaging the organisation's goals, tasks, resources, and effectiveness and/or the motivation, well-being or job satisfaction of his/her subordinates (Einarsen et al., 2007). Destructive leadership types Pro-subordinate Disloyal leadership behaviour Constructive leadership behaviour Laissez-faire leadership Anti-organisation Derailed leadership behaviour Pro-organisation Tyrannical leadership behaviour Anti-subordinate Einarsen et al. (2007) Tyrannical May humiliate and manipulate employees and put forward unfounded accusations ’to get the job done’; achieve results to the detriment of employees Derailed Act in an insensitive and arrogant way towards employees and are unable to delegate tasks and motivate their employees Disloyal May be liked by employees, but undermine the organisation and its opportunity to meet its aims, e.g., by encouraging negative work ethics and attitudes Evaluation of destructive leadership Skodstad et al. (2007) show that laissez faire leadership is also destructive Laissez faire leadership predicts followers’ role conflict, role ambiguity, conflict with coworkers, bullying, and high levels of distress Destructive leadership in national Norwegian sample (Aasland et al., 2010) Up to 61% of leaders classed as destructive Laissez-faire > supportive–disloyal > derailed > tyrannical Schyns & Schilling (2013) meta-analysis on destructive leadership Negatively related to follower attitudes towards leader, wellbeing and performance Positively related to intention to turnover, resistance towards leader and counterproductive work behaviours Summary Theory Which leaders are best Trait Those with particular traits like intelligence, assertiveness Style Those who behave democratically, and who balance relationship- and task-orientation Contingency Those who adjust style to the situation and their followers Transformational Those who inspire a vision in their followers LMX Those who build high quality relations with their followers Destructive Those who act in the interests of both followers and the organisation Next Lecture… Training