Leadership PDF

Leadership The social psychology of leadership - What is leadership? o A relationship o A group phenomenon o A form of social influence o A biological phenomenon Etc. Episodic leadership Typically, we are in multiple roles and sometimes, there roles require „leadership“, sometimes they don’t Lead...

Leadership The social psychology of leadership - What is leadership? o A relationship o A group phenomenon o A form of social influence o A biological phenomenon Etc. Episodic leadership Typically, we are in multiple roles and sometimes, there roles require „leadership“, sometimes they don’t Leaders versus managers (stereotypical) - - Leaders o Innovate, develop, inspire, long-term view, ask what and why, originate, challenge the status-quo, do the right thing (effectiveness) Managers o Administer, maintain, control, short-term view, ask how and when, initiate, accept the status quo, do things right (efficiency) Negative leadership outcomes: The destructive leader - Tyrannical: accepts the goals of the organization but humiliates subordinates Derailed: behaves abusively and engages in behavior that is directed against the organization Supportive-disloyal: is nice to the employees but encourages disloyal behavior against the organization Leader emergence versus leadership effectivness - Leader emergence is the study of the characteristics of individuals who become leaders, examining the basis on which they were elected, appointed, or simply accepted. Leadership effectiveness is the study of which behaviors on the part of a designated leader led to an outcome valued by the work group or organization. Leader development versus leadership development - Leader development refers to a process that concentrates on developing, maintaining, or enhancing individual leader attributes such as knowledge, skills, and abilities. Leadership development is a process that concentrates on the leader-follower relationship and on developing an environment in which the leader can build relationships that enhance cooperation and resource exchange. The problem of defining leadership outcomes: Which outcome counts? The problem of defining leadership outcomes: When do we count? Formal versus informal leadership - Formal leadership o The process of influencing relevant others to pursue official organizational objectives Informal leadership o The process of influencing others to pursue unofficial objectives that may or may not serve the organization‘s interest Evolution of leadership research - Dispositional theories o There are certain traits that make a great leader Behavioral theories o Great leadership is based on what a leader does Situational (contigency) theories o Interaction between leader and situation is important “Great man” theories were developed by historians who examined the life of a respected leader for clues leading to that person’s greatness. They often focused on a galvanizing experience or an admirable trait (persistence, optimism, intelligence) that a leader possessed to a singular degree. The power approach to leadership examines the types of powers wielded by leaders (reward power, coercive power, legitimate power, referent power, expert power). The motivation to lead - The motivation to lead can usually be based on three distinctive motives: o Affective identity (preference for being a leaders, tendency to take charge, low reluctance to be a leader o Instrumental (interested in leading if it leads to advantages, seeing personal benefits) o Social-normative (feeling a sense of duty, standing up for a challenge) Contemporary approaches to leadership - Transformational versus transactional leadership Authentic leadership Charismatic leadership Servant leadership Transformational leadership - - Transformational leadership theory: o describes the behavior of inspirational political leaders who transform their followers by appealing to nobler motives such as justice, morality, peace: Methods included idealized influence, inspirational motivation, intellectual stimulation, individualized consideration. -> relational Transactional leadership theory: o Leaders show followers how they can meet their personal goals by adopting a particular behavior pattern, the leader develops social contracts with followers in which certain behaviors will be rewarded. -> instrumental Guidelines for effective leadership - Leaders help followers interpret events. Leaders help build and maintain consensus about objectives and priorities. Leaders increase efficacy of the organization. Leaders foster trust, respect, and cooperation. Leaders foster identification with the group or organization. - Leaders help coordinate the activities of group members. Leaders facilitate learning and innovation among group members. Leaders promote and defend their group and organization. Leaders help group members develop leadership skills. Leaders promote social justice, as well as ethical and moral behavior. The dynamics of team effectiveness - Psychological safety Dependability Structure and clarity Meaning Impact