LDRS 3000 ch's 8-10

Historical Basis of Servant Leadership (ch. 10)

Greenleaf center for servant leadership -Advocating for building consensus in groups rather than using coercive leadership -Inspired by Hesse's novel, Journey to the East, where the travelers discovered the true leader of their group was the servant -Leaders have a social responsibility for the "have-nots" -Leaders shift authority to those who are being led

Charisma (ch.8)

A special personality characteristic that gives a person superhuman or exceptional powers and is reserved for a few, is of divine origin, and results in the person being treated as a leader. (Weber, 1947) -A special gift that certain individuals possess that gives them the capacity to do extraordinary things.

Authentic Leadership (ch.9)

Focuses on whether leadership is genuine and "real"

An antecedent condition in servant leadership (Ch. 10)

Follower receptivity is ______

Basic Model of Authentic Leadership (ch.9)

Four components: -Self awareness: Reflecting on one's core values, identity, emotions, motives, being aware of and trusting one's own feeling -Internalized moral perspective: Self-regulatory process using internal moral standards to guide behavior rather than allow outside pressures to control them -Balanced processing: Ability to analyze information objectively and explore other people's opinions before making a decision -Relational Transparency: Being open and honest in presenting one's true self to others, occurring when individuals share their core feelings, motives, and inclinations with others in an appropriate manner.

Spears (Ch. 10)

The 10 characteristics of servant leaders were first identified by ______.

2 (ch. 8)

The Full Range of Leadership Model contains how many transactional factors?

is more effective than the passive form (ch. 8)

The active form of management by exception ______.

Self-Efficacy (ch. 9)

The belief that one has the ability to successfully accomplish a specified task.

Resilience (Ch. 9)

The capacity to recover from and adjust to adverse situations

When followers are in distress (Ch. 8)

The charismatic effects on followers are more likely to occur ______.

Optimism (Ch. 9)

The cognitive process of viewing situations from a positive light and having favorable expectations about the future.

Critical Life Events (Ch. 9)

The example of a person surviving a horrific accident and using that as a catalyst to later lead groups of people dealing with pain and illness is an example of which influencing factor of authentic leadership?

Idealized Influence (ch.8)

The factor describing leaders who act as strong role models for followers; followers identify with these leaders and want very much to emulate them. -Acting as strong role models -High standards of moral and ethical conduct -Making others want to follow the leader's vision

Inspirational Motivation (ch.8)

The factor describing leaders who communicate high expectations to followers, inspiring them through motivation to become committed to and a part of the shared vision in the organization. - Communicating high expectations - Inspiring followers to commitment and engagement in shared vision - Using symbols & emotional appeals to focus group members to achieve more than self-interest

Individualized Consideration (ch.8)

The factor representative of leaders who provide a supportive climate in which they listen carefully to the individual needs of followers -Listening carefully to the needs of followers -Acting as coaches to assist followers in becoming fully actualized -Helping followers grow through personal challenges -For example, showing optimism helps employees become more engaged in their work (Tims et al., 2011)

Intellectual Stimulation (ch.8)

The factor that stimulates followers to be creative and innovative and to change their own beliefs and values as well as those of the leader and the organization. -Stimulating followers to be creative and innovative -Challenging their own beliefs and valuing those of leader and organization -Supporting followers to: Try new approaches, develop innovative ways of dealing with organization issues

Contingent Reward (ch. 8)

The idealized influence factor in the full range model is considered more effective than ______. (p. 170)

Servant Leadership Outcomes (Ch. 10)

These results include follower performance and growth, organizational performance, and societal impact.

Authentic Leadership Definition (ch.9)

"A pattern that draws upon and promotes both positive psychological capacities and a positive ethical climate, to foster greater self-awareness, an internalized moral perspective, balanced processing of information, and relational transparency on the part of leaders working with followers, fostering positive self-development." - Walumbwa, Avolio, Gardner, Wernsing, and Peterson (2008)

Transformational Leadership (ch.8)

-A process that changes and transforms people by creating a connection that raises the level of motivation and morality in both the leader and the follower. -Process of engaging with others to create a connection that increases motivation and morality in both the leader and the follower PROCESS: a process that changes and transforms individuals, both leaders and followers INFLUENCE: involves an exceptional form of influence that moves followers to accomplish more than what is usually expected. CORE ELEMENTS: concerned with emotions, values, ethics, standards, and long-term goals ENCOMPASSING APPROACH: describes a wide range of leadership influence where followers and leaders are bound together in the transformation process ** Leader is attentive to the needs and motives of followers and tries to help followers reach their fullest potential.** -Mohandas Gandhi raised the hopes and demands of millions of his people and in the process was changed himself -Ryan White raised people's awareness about AIDS

Three Authentic Leadership Characteristics (ch.9)

-ALs exhibit genuine leadership -ALs lead from conviction -ALs are originals, not copies

Additive Effect of Transformational Leadership (ch.8)

-Augments impact on employee's performance and company profit (Rowland & Heinitz, 2007) -Positively related to job satisfaction and performance (Nemanich & Keller, 2007) -Boosts employee engagement and optimism (Tims, et al., 2011) -TL leaders more likely to promote employee's achieving their mastery goals (Hamstra, et. al., 2014)

Servant Leadership: Criticisms (ch. 10)

-Because the name appears contradictory, SL may be seen as whimsical, or not really "leadership" -Researchers are unable to reach consensus on a common definition or theoretical framework for SL. -The prescriptive overtone suggests that good leaders "put others first," which conflicts with other principles of leadership such as directing, concern for production, and so on. It can also sound moralistic, which may deter some researchers. -Conceptualizing is not unique to servant leaders. It is unclear why it is included in this model

Transformational Leadership: Strengths (ch.8)

-Broadly Researched: TL has been widely researched, including a large body of qualitative research centering on prominent leaders and CEOs in major firms -Intuitive Appeal: People are attracted to TL because it makes sense to them. -Process focused: TL treats leadership as a process occuring between followers and leaders -Expansive Leadership View: TL provides a broader view of leadership that arguments other leadership models. Contributes to leader's growth -Emphasizes Followers: TL emphasizes followers' needs, values, and morals -Effectiveness: Evidence supports that TL is an effective form of leadership

Four Leader Strategies in Transforming Organizations (Bennis and Nanus (1985)) (ch.8)

-Clear vision of organization's future state -TL's social architect of organization -Create trust by making their position known and standing by it -Creatively deploy themselves through positive self-regard

Servant Leader Behaviors (7) (ch. 10)

-Conceptualizing: Thorough understanding of the organization. For example, senior nursing supervisor in emergency room -Emotional Healing: Recognizing others' problems and taking the time to address them. For example, Hospice priest on Chicago's south side. -Putting Followers First: For example, widely published health education professor -Helping Followers Grown and Succeed: Knowing followers' professional or personal goals. For example, high school music teacher. -Behaving Ethically: Doing the right thing in the right way. For example, CEO and leaked document from rival company. -Empowering: Allowing followers the freedom to be independent, make decisions on their own, and be self-sufficient. For example, college professor with TA's -Creating value for the community: Intentionally giving back to the community, Encouraging followers to volunteer for community service. For example, principal of alternative high school

Outcomes (3) (ch. 10)

-Follower performance and growth: Recognizing followers' contributions and helping them realize their human potential. Favorable impact on subordinate in-role performance (identification with organization, adaptability, proactivity, service climate, reduced turnover, organizational citizenship). Followers themselves may become servant leaders. -Organizational Performance: Positive relationship between servant leadership and OCB. Team effectiveness enhanced by increasing members' shared confidence that they could be effective. -Societal Impact: For example, Mother Teresa and sisters of Charity. For example, Southwest Airlines

Authentic Leadership Theory: Strengths (ch.9)

-Fulfills society's expressed need for trustworthy leadership. Fills a void in an uncertain world -Provides broad guidelines for those who want to become authentic leaders. Both practical and theoretical approaches provide a map -Like transformational and servant leadership, AL has an explicit moral dimension; focus on collective good -Can be measured using an established instrument (ALQ)

Building a Theory about Servant Leadership (ch. 10)

-Greenleaf's leadership approach-- Loosely defined characteristics and normative principles -Servant leadership adopted as guiding philosophy in many organizations -Recent models of SL developed using multiple variables: Russel and Stone (2002), Patterson (2003), Coetzer et al. (2017)

Interest in Authentic Leadership (ch.9)

-Increasing in recent times due to social upheavals -People longing for trustworthy leaders -Identified earlier in transformational leadership research but not studied separately -Needed evidence-based research of construct

Self-awareness (ch. 9)

A process in which individuals understand themselves, including their strengths and weaknesses, and the impact they have on others.

Transformational Leadership: Criticisms (ch.8)

-Lacks Conceptual Clarity: dimensions are not clearly delimited, parameters of TL overlap with similar conceptualizations of leadership, unclear whether dimensions are simply descriptions of TL -Measurement questioned: Validity of MLQ not fully established, some transformational factors are not unique solely to the transformational model. -TL treats leadership more as a personality trait or predisposition than a behavior that can be taught -No casual link shown between transformational leaders and changes in followers or organizations -TL is elitist and antidemocratic -Suffers from heroic leadership bias -Has the potential to be abused -May not be well-received by millennials

Servant Leadership: Strengths (ch. 10)

-Makes altruism the central component of the leadership process -Provides a counterintuitive approach to the use of influence. Leaders should share control. -SL is not a panacea. It may not be effective when subordinates are not open to being guided, supported, and empowered. -Research has resulted in a sound measure of SL-- the SLQ

Interest in Servant Leadership (ch. 10)

-Most scholarship has been prescriptive, until recently -Past 10 years have clarified the concept and its assumptions -Focuses on leadership from the point of view of the leader and his/her behaviors -Servant leaders put followers first

Authentic Leadership Theory: Application (ch.9)

-People have the capacity to become authentic leaders. It's a lifelong learning process -Human resource departments may be able to foster authentic leadership behaviors in employees who move into leadership positions -Leaders are always trying to do the "right" thing, to be honest with themselves and others, and to work for the common good. -Leaders are shaped by critical life events that lead to growth and greater authenticity.

Factors that Influence Authentic Leadership (ch.9)

-Positive Psychological Capacities: Confidence, hope, optimism, and resilience -Moral Reasoning Capacities: Deciding right and wrong, Promoting justice, greater good of the organization or community -Critical Life Events: Positive or Negative. Act as a catalyst for change, People attach insights to their life experiences, When people tell life stories they gain clarity about who they are, Stimulate personal growth

Transformational Leadership: Applications (ch.8)

-Provides a general way of thinking about leadership that stresses ideals, inspiration, innovations, and individual concerns -Can be taught to individuals at all levels of the organization -Able to positively impact a firm's performance -May be used as a tool in recruitment, selection, promotion, and training development -Can be used to improve team development, decision-making groups, quality initiatives, and reorganizations -The MLQ and Sosik and Jung (2010) guide helps leaders to target areas of leadership improvement.

Servant Leadership: Application (ch. 10)

-SL can be applied at all levels of management and in all types of organizations -SL has been used extensively in a variety of organizations for more than 30 years. -Organizations should be careful to select employees who (a) are interested in building long-term relationships with followers and (b) have strong ethics -SL is taught at many colleges and universities and is used by numerous independent coaches, trainers, and consultants

How Does Servant Leadership Work? (ch. 10)

-SL is different from many other leadership theories. -It is concerned with putting followers first and the outcomes that are likely to emerge. -SL works best when leaders are altruistic and have a strong motivation to help others -It is important for followers to be receptive to this style of leadership -SL results in community and societal change

Four Authentic Leadership Components (ch.9)

-Self awareness -Internalized moral perspective -Balanced processing -Relational transparency

Contingent Reward (ch.8)

-The exchange process between leaders and followers in which effort by followers is exchanged for specified rewards -For example, how much TV a child can watch after practicing piano

Authentic Leadership Theory: Criticisms (ch.9)

-The theory is still in the formative stages, so some concepts in the practical approaches are not fully developed or substantiated. -The moral component of AL is not fully explained. It's unclear how higher values such as justice inform authentic leadership. -The rationale for including positive psychological capacities as a part of AL has not been clearly explained by researchers. -New research is needed to determine if AL works well with Millennial generation -The link between authentic leadership and positive organizational outcomes is unclear. It is also not clear whether AL is sufficient to achieve organizational goals.

10 Characteristics of a Servant Leader (Spears, 2002) (ch. 10)

1) Listening: Acknowledging the viewpoint of followers and validating these perspectives 2) Empathy: "standing in the shoes" of another person and attempting to see the world from that person's point of view. 3) Healing: Is helping followers become whole, servant leaders are themselves healed 4) Awareness: Understanding oneself and the impact one has on others 5) Persuasion: Creates change through gentle, nonjudgemental argument 6) Conceptualization: The ability to be a visionary for an organization 7) Foresight: The ability to predict what is coming based on what is occurring in the present and what has happened in the past 8) Stewardship: Carefully managing the people and organization one has been given to lead. Holding the organization in trust for the greater good of society 9) Commitment to the Growth of People: Treating each follower as a unique person with intrinsic value beyond what he/she contributes to the organization 10) Building Community: Allowing followers to identify with something greater than themselves that they value.

Balanced Processing (ch. 9)

A self-regulatory, unbiased behavior whereby individuals analyze information objectively and explore other people's opinions before making a decision.

Transactional Leadership (ch.8)

A process that focuses on achieving common goals by means of the exchanges that occur between leaders and their followers. -Focuses on the exchanges that occur between leaders and their followers No new taxes = votes Turn in assignments = grades Surpass goals = promotion The exchange dimension is so common that you can observe it at all walks of life

Servant Leadership (ch. 10)

A leadership approach that emphasizes service, empathy, and putting followers first. -Is a paradox: both service and influence

Interpersonal Perspective (ch.9)

A perspective on authentic leadership as relational, created by leaders and followers together in a reciprocal process. -Leadership is created by leaders and followers together (Eagly, 2005) -It is a reciprocal process because leaders affect followers and followers affect leaders

Intrapersonal Perspective (ch.9)

A perspective on authentic leadership that focuses closely on the leader and what goes on within the leader, incorporating the leader's self-knowledge, self-regulation, and self-concept. -Leadership based on self-concept and how self-concept relates to actions (Shamir & Eilam, 2005) -Relies on the life story of the leader

Developmental Perspective (ch. 9)

A perspective that views authentic leadership as something that a leader can nurture, as it develops over a lifetime and can be triggered by major life events. (Avolio & Gardner, 2005; Gardner, Avolio, & Walumbwa, 2005)

Hope (Ch. 9)

A positive motivational state based on willpower and goal planning.

Authentic Leadership Theory: How it works (ch.9)

AL is a complex, developmental process. The practical approaches are prescriptive: -George (2003): Five characteristics leaders need to be authentic Theoretical approach describes what accounts for AL: -Four attributes -Attributes developed over lifetime, often through critical events Effect on followers: AL correlates with employee thriving, creativity, hope, optimism, trust, and engagement

Arousing Motives (ch. 8)

According to House, which of the following specific types of behaviors are commonly exhibited by charismatic leaders?

Lassez-Faire: The absence of Leadership (ch.8)

Also called nonleadership, in this style, the leader abdicates responsibility, delays decisions, gives no feedback, and makes little effort to help followers satisfy their needs. Nonleadership Factor -A hands-off, let-things-ride approach -Refers to a leader who: abdicates responsibility, delays decisions, gives no feedback, and makes little effort to help followers satisfy their needs. -May also be a strategic choice by leader to acknowledge subordinates' abilities

Can be learned (Ch. 9)

Authentic leadership ______.

Transformational (Ch. 9)

Authentic leadership shares common concepts with which approach?

Practical approaches to Authentic Leadership (ch.9)

Bill George (2003, 2007) -Leader characteristic model -Leaders have genuine desire to serve others -Five characteristics of authentic leaders: Understand their purpose, strong values, trusting relationships, self-discipline, act from the heart (mission)

Transformational Leadership (ch. 8)

Brett's values-based actions instill a strong sense of community and ethics within all levels of the organization he leads. Brett is demonstrating ______.

Individualized consideration (Ch. 8)

Carlos is captain of his club soccer team. The night before each match, he sends a unique text message to each player detailing how he thinks they should approach the game and what accomplishments he is expecting from them. Carlos is demonstrating which factor of transformational leadership?

Charismatic Leadership Theory (House, 1976) (ch.8)

Charismatic leaders act in unique ways that have specific charismatic effects on their followers

False (Ch. 9)

Confidence is a dimension of authentic leadership in George's model. (p. 200)

Transformational Leadership Approach: Focus (ch.8)

Describes how leaders can initiate, develop, and carry out significant changes in organizations. -TLs empower and nurture followers -TLs stimulate change by becoming strong role models for followers -TLs commonly create a vision -TLs require leaders to become social architects -TLs build trust and foster collaboration

Antecedent Conditions (3) (ch. 10)

Existing factors that affect the servant leadership process, including context and culture, leader attributes, and follower receptivity. -Context and culture: Organizational context, Dimensions of culture (ex: power distance) -Leader attributes: Traits interact with ability to engage in servant leadership (moral development, emotional intelligence, agreeableness, humility) -Follower receptivity: Some subordinates do not want to work with servant leaders. When matched with followers who desire it, servant leadership has a positive impact on performance and organizational citizenship behavior.

Model of Transformational Leadership (Bass, 1985) (ch.8)

Expanded and refined version of work done by Burns and House. It included: More attention to followers' rather than leader's needs, suggested TL could apply to outcomes that were not positive, described transactional and transformational leadership as a continuum. -Extended House's work by: Giving more attention to emotional elements and origins of charisma, suggested charisma is a necessary but not sufficient condition for TL -TL motivates followers beyond the expected by: raising consciousness about the value and importance of specific and idealized goals, transcending self-interest for the good of the team or organization, addressing higher level needs

Transformational Leadership Factors (ch.8)

FACTOR 1 Idealized Influence Charisma FACTOR 2 Inspirational Motivation FACTOR 3 Intellectual stimulation FACTOR 4 Individualized consideration

Transactional leadership Factors (ch.8)

Factor 5: Contingent Reward, Constructive transactions Factor 6: Management by exception, active and passive, corrective transactions

lassiez-Faire Leadership Factors (ch.8)

Factor 7: Lassiez-faire, Nontransactional

Optimism (Ch. 9)

I think about situations and the future with a sense of anticipation and richness. What influencing factor of authentic leadership am I using?

Relational Transparency (Ch. 9)

Jasmine has often been described as "what you see is what you get." She is honest and willing to show her positive qualities and sometimes even her negative tendencies. Jasmine is showing which component of authentic leadership as described by Luthans and Avolio?

Pseudo-Transformational Leadership (ch.8)

Leaders who have strong inspirational talent but are self-consumed, exploitive, and power-oriented, with warped moral values (Bass & Riggio, 2006) -Focuses on the leader's own interests rather than the interests of his or her followers -Leaders who are: transforming but in a negative way, self-consumed, exploitive; power-oriented, with warped moral values -Includes leaders like: Adolph Hitler and Saddam Hussein -Four experimental studies=> model of pseudo-transformational leadership 1) self-serving 2) Unwilling to encourage independent thought in followers 3) Exhibits little general caring for others 4) Uses inspiration and appeal to manipulate followers for his or her own ends

Developmental (ch.9)

Leadership can be nurtured and developed over a lifetime (Avolio & Gardner, 2005) -Can be triggered by major life events -Leader behavior is grounded in positive psychological qualities and strong ethics

Management-by-exception (ch.8)

Leadership that involves corrective criticism, negative feedback, and negative reinforcement. Two Forms: Active- Watches follower closely to identify mistakes/rule violations Passive- Intervenes only after standards have not been met or problems have arisen

A transactional leadership Factor (ch. 8)

Management by exception-active is ______.

Kouzes and Pozner (1987, 2002) (ch.8)

Model consists of five fundamental practices: -Model the way -Inspire a Shared Vision -Challenge the Process -Enable others to act -Encourage the heart

Building community (ch. 10)

My leader has us do teamwork activities like ropes courses, which are fun and connected to our organizational goals. My leader is using which characteristic of a servant leader?

Helping followers grown and succeed (ch. 10)

My music teacher helps me play several instruments really well. She recently encouraged me to apply for a summer-long music camp and called the director of the camp on my behalf. She is using which servant leader behavior?

Balanced Processing (Ch. 9)

My team members each have very different views about how to solve a recent problem. I keep bias out of the decision, using input from all members. I am using which component of authentic leadership?

The ideas helped to fill a void left by the failures of public and private leaders. (ch. 9)

One of the reasons authentic leadership has come to the forefront is ______.

Focuses on the leader's own interests rather than the interests of others (ch. 8)

Pseudotransformational leadership ______

Theoretical Approaches to Authentic Leadership (ch.9)

Recent research spurred by: -Leadership summit publications (2005) -Social upheaval and desire for leadership that serves the common good -Need to explore meaning of authentic leadership and create theoretical framework -Need to define the construct of authentic leadership

Followers are focused on learning and mastery (ch. 8)

Research has suggested that a transformational leadership approach is especially effective in work environments where ______.

Servant Leadership Greenleaf Definition (ch. 10)

Servant leadership begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead... The difference manifests itself in the care taken by the servant-- first to make sure that other people's highest priority needs are being served. The best test... is: do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become a servant? And, what is the effect on the least privileged in society; will they benefit, or, at least, will they not be further deprived? -Sometimes treated as a trait, but viewed as a behavior in this chapter

Support followers' personal development

Servant leadership focuses on the behaviors that leaders should exhibit to ______.

Incorporates social justice throughout the model. (Ch. 10)

Servant leadership places followers first and ______.

Charismatic Leadership (ch.8)

Transforms follower's self-concepts; tries to link identity of followers to collective identity of the organization. -Forge this link by emphasizing intrinsic rewards and de-emphasizing extrinsic rewards -Throughout process, leaders: express high expectations for followers, help followers gain sense of self-confidence and self-efficacy.

Servant leader behaviors, antecedent conditions, and leadership outcomes (Ch. 10)

What are the main components of the servant leadership model by Liden and colleagues? (p. 233)

Healing (Ch. 10)

When my leader shows she cares about my personal well-being, she is using which characteristic of a servant leader?

Contingent Reward (ch. 8)

Which factor in the Full Range of Leadership model includes providing incentives that the follower wants when the job is done well? (p.170)

Intellectual Stimulation (ch. 8)

Which factor of transformational leadership encourages followers to think and problem solve in innovative ways?

Outcomes

Which is not a characteristic of authentic leadership?

intellectual stimulation (ch. 8)

Which is not one of Kouzes and Posner's five exemplary practices of leadership?

The moral component is not fully explained (ch. 9)

Which of the following is a criticism of authentic leadership?

Confidence (Ch. 9)

Which of the following is a positive psychological capacity associated with authentic leadership?

Follower Growth (Ch. 10)

Which of the following is an outcome of servant leadership?

There has been little research done with the theory (ch. 8)

Which of the following is not a criticism of Transformational Leadership theory?

Values, purpose, self-discipline (ch. 9)

Which of the following set of concepts is most closely aligned with authentic leadership?

Intrapersonal (Ch. 9)

Which perspective of authentic leadership focuses on a leader's internal processes?

George

Which researcher discussed the five dimensions approach to authentic leadership?

Authentic (Ch. 9)

Which theory is relatively new in leadership scholarship?

Transformational Leadership (ch.8)

Which type of leadership is concerned with raising morality in both the leader and the follower?