ORG 362 Exam 1

Contemporary research - important leader traits

- cognitive abilities - locus of control (related to the "behavior" section of diversity of perspectives model, the rewards they receive are largely under the control and rest upon their effort - internal) - personality - motivation - social intelligence

growth vs. fixed mindset

- embraces problems as opportunities to learn, and the other avoids them often out of fear to fail . People that avoid conflicts can be described as having a fixed mindset. Those who see problems as interesting challenges have a growth mindset.

Leadership: at the core of human experience

- leadership attracts universal attention - Assessing your past leadership efforts an provide a good starting point for understanding why the success of leadership often varies so significantly. - Followers prosper under effective leaders and suffer under ineffective leaders whatever the context: government, corporation, church, mosque or synagogue, school, athletic team, or class project. - Leadership is best understood from a communication standpoint.

Storytelling as leadership

-one of primary ways leaders shape reality -through formal/informal storytelling -influence others to get same storyline

Blake and McCanse's Leadership Grid 5 styles

1,1. Impoverished management: low concern for tasks and relationships 9,1. Authority compliance: completion of tasks, not relationships, control 5,5. Middle of the road management: concern for both production and people, compromise 1,9. Country club management: more concern for people than tasks; very friendly 9,9. Team management: high concern for people and tasks - Implementation of the 9,9 style in organizational contexts is associated with increased productivity and profitability, increased frequency of communication, and improved leader-follower relations

2 things separate good followers form bad followers

1. Better followers are engaged with their leaders. - Silence signals that followers are ignorant, or too frightened to speak up. - When followers remain quiet, bad leaders are able to stay in power. - Good followers, on the other hand, speak out the first time they note leader misbehavior, before it becomes ingrained. - When confronting leaders, they are well prepared, arming themselves with the facts, seeking advise, and recruiting allies. 2. Motivation is the second criterion separating good from bad followers. - The best followers are motivated by the public interest, not self-interest. - They seek to serve their organizations, communities, and countries.

Michael Harvey - Storytelling as Leadership

"Leaders frame stories and events to help [followers] understand the world, themselves, and other groups, as well as identify or solve problems.

Dean Barnlund 5 Principles

1. Communication is not a thing, it is a process. - It is dynamic and ever changing 2. Communication is not linear, it is circular - Action Model of Communication --Source -> receiver --Incomplete depiction of the communication process because the response of the receiver was ignored - Interaction Model of Communication --Source -> <- receiver --Sending messages back and forth from sources to recievers and recivers to sources - Transactional Model of Communication -- Barnlund's model Assumes that messages are sent and received simultaneously by source / recievers. The ongoing, continuous nature of the process of communication is implicit in this model -- Communicators simultaneously transmit and receive messages 3. Communication is complex. - The process incolves the negotioation of shared interpretations and understanding - When you have a conversation with someone there are, in a sense, 6 people involved in the conversation --Who you think you are --Who you think the other person is --Who you think the other person thinks you are --Who the other person thinks he or she is --Who the other personal thinks you are --Who the other person thinks you think he or she is 4. Communication involves the total personality - Our view of self and others is shaped, defined, and maintained through communication. - A persons communication cant be viewed separately from the person

4 primary definitional themes emerge from MacGregor Burns

1. Leadership is about who you are. - Traits and attributes - Characteristic that define "born leaders" 2. Leadership is about how you act. - Leadership is defined as the exercise of influence or power 3. Leadership is about what you do. - Leader influence attempts are neither random nor selfcentered. Instead leaders channel their influence and encourage change in order to meet the needs or the reach the goals of the group 4. Leadership is about how you work with others. - Emphasizes collaboration - Success is the product of leaders and followers joint efforts

Neal AshKanasy and Peter Jordan 5 levels

1. Level 1 is within the person. 2. Level 2 is between persons. 3. Level 3 is the interpersonal level. 4. Level 4 describes the group level. 5. Level 5 is the organizational level. Striking a balance between logic and emotion is safer than making one more important than the other. When it comes to leadership, both are essential.

Emotional Competencies that demonstrate how leaders are able to integrate emotion and cognition

1. Perception, appraisal, and expression of emotion. - Identify, evaluate, and then express these emotional states 2. Attending to the emotions of others. - Understand the feelings of followers in order to connect with them 3. Emotional facilitation of thinking. - Good mood - creative thinking - Sad mood - slow the decision-making process 4. Understanding and analyzing emotional information and employing emotional knowledge. - Links symbols to emotions - Leaders must be able to label what they feel and recognize the relationship between that label and other related terms 5. Regulation of emotion. - Puts knowledge into action - Create the feelings they desire in themselves and in others (Emotional contagion_

Important cause or antecedents of bad leadership include (10)

1. Selfishness - Impulsive, a selfish individuals are more likely to seek positions of power and, at the same time, they are more likely to be identified as leaders by others - Once in power, impulsive leaders are free to satisfy their own desires at the expense of others 2. Cognitive errors - Bad leadership is the product of poor decision making 3. Environmental factors 4. Incompetent - don't have the desire or skill, or both, to sustain effective action 5. Rigid - Unable or unwilling to adapt to new ideas, new information, or changing times 6. Intemperate - Lack self-control and are aided and abetted by followers who are unwilling or unable to intervene 7. Callous - Uncaring or unkind 8. Corrupt - Lie, cheat, or steal - putting self-interest ahead of the public interest 9. Insular - Minimize or disregard the welfare of others outside the group or organization for which they are directly responsible 10. Evil - Commit atrocities that inflict physical and or psychological harm on others

8 general categories of stories that leaders can use to assist in achieving their goals (denning)

1. Sparking action. 2. Communicating who you are. 3. Communicating the brand. 4. Transmitting values. 5. Fostering collaboration. 6. Taming the grapevine. 7. Sharing knowledge. 8. Leading people into the future.

Kenneth benne and Paul sheets 3 types of groups

1. Task-Related - initiator - information/opinion seeker - information/opinion giver - elaborator -orienter/coordinator - energizer 2. Group-Building and Maintenance Roles - encourager -harmonizer/compromiser - gatekeeper - standard-setter 3. Individual Roles - aggressor - blocker - recognition-seeker - player - dominator

3 concepts are crucial to understand the information-processing perspective

1. The basic building blocks of knowledge are symbols and categories of symbols. - These symbols (generally words) are stored in long-term memory and allow us to engage in conceptual thinking, problem solve, and remember. 2. These symbolic bits of knowledge from interconnected networks called schema or schemata, which assist us in interpreting and making sense of the world around us. - Leaders and followers, too, have schemata that guide their behavior, helping them determine who is a "motivated" or "unmotivated" follower or a "successful" or "unsuccessful" leader. 3. Schemas must be activated in order to influence perceptions, attitudes, and behavior. - The long-term memory and the limited capacity of working memory mean that only a small subset of schemas can be activated at a given time.

John Kotter's 3 central activities

1. creating an agenda 2. developing a human network for achieving the agenda 3. executing the agenda

Leadership shares all of the features of human communication

1. leaders use symbols to create reality 2. leaders communicate about the past, present, and future 3. leaders make conscious use of symbols to reach their goals

2 situational variable are most influential in the selection of an appropriate leadership communication style in path-goal theory

1. nature of followers - needs, abilities, values, personality 2. nature of tasks - structure clarity View page 83 for Path-Goal Theory Factors for use of particular leader communication styles depending on follower characteristics and abilities, and task structure.

3 approaches to charismatic leadership

1. sociological approach 2. behavioral/attribution approach 3. communication approach

2 primary communication dimensions (behaviors)

1. task-oriented communication - production oriented - initatiting structure - Theory X - concern for production 2. Interpersonal-Oriented communication - employee oriented - consideration - Theory Y - Concern for People

Leadership = 2 primary ingredients

1. work that needs to be done 2. people who need to do the work without the 2 ingredients, there is no leadership

Brand Identity

A brand identity that you want people to identity you with and to remember you by. As you grow and thrive, you will deepen the relationship you have with your brand and it will not only become a reflection of who you are, but also the characteristic by which others will associate with you and everything you do.

Authentic Leadership

A pattern of leader behavior 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. Theorists believe that authenticity is the root construct or principle underlying positive leadership and leadership development. Authenticity has four components, all of which are grounded interpersonal and interpersonal communication. - Self-awareness - Balanced processing - Internalized moral perspective - Relational transparency

McGregor's Theory X

Believe the average person has an inherent dislike for work and will avoid engaging in productive activities whenever possible. - Managers must coerce, control, direct, and threaten workers in order to ensure performance. Adopts a task-oriented approach. Focus on methods of getting work done. Little consideration is given to those doing the work.

Authoritarian leaders

Create distance between themselves and their followers as a means of emphasizing role distinctions. - Believe that followers would not function effectively without direct supervision. - Generally feel that people left to complete work on their own will be unproductive.

Democratic leaders

Engage in supportive communication that facilitates interaction between leaders and followers. - Encourages follower involvement and participation in the determination of goals and procedures. - Assume that followers are capable of making informed decisions. - Does not feel intimidated by the suggestions provided by followers but believes that the contribution of others improve the overall quality of decision making. - "Two heads are better than one."

Lassiez-Faire Leaders

French word roughly translated as "leave them alone." - Form of leader communication that has been called nonleadership by some. - Ineffective version of leadership: --Abdication of responsibility. --Withdraw from followers and offer little guidance or support. -- Productivity, cohesiveness and satisfaction offer suffer. - Positive form of leadership: -- Affords followers a high degree of autonomy and self-rule, while at the same time, offering guidance and support when asked. -- When providing guided freedom does not directly participate in decision making unless requested to do so by followers or if such intervention is deemed necessary to facilitate task completion.

viewing leadership from a communication perspective

From our perspective, leadership is first, and foremost, a communication-based activity. Leaders spend much of their time shaping messages that are then presented to a variety of follower, constituent, and stakeholder groups. The more leadership responsibility one has, the more one's job focuses on communication. The higher the level of leadership, the higher the demand for communication.

vertical dyad linkage model

George graen leaders create individual followers differently and the followers offered differing descriptions of the same leader - Some followers reported their relationship with a leader to be very positive. These followers felt a sense of duty and obligation to the leader and to the tasks of the group or organization. - Other followers perceived their relationship with the leader to be strained. The perception of the leader and the importance of the work being down were lower. In-group - These members play role of assistant, lieutenant, or advisor to a leader. - High levels of trust, mutual influence, and support. Out-group - These are the remaining members. - Low levels of trust and support characterize out-group exchanges. Leaders make choices regarding the inclusion of followers in both the in-group and the out-group.

Douglas Brown and Robert Lord

Information-processing perspective

Transformational Approach

James MacGregor Burns He compared traditional leadership, which he labeled as transactional, with a more "complex" and "potent" type of leadership he called transformational. The motivational appeals of the transactional leader are designed to satisfy basic human needs; the appeals of the transformational leader go beyond those basic needs to satisfy a follower's higher-level needs.

James Kouzes and Barry Posner

Leaders vs. Managers - when we think of leader, we recall times of turbulence, conflict, innovation, and change. - when we think go managers, we recall times of stability, harmony, maintenance, and constancy

willingness to communicate

Leadership effectiveness depends on our willingness to interact with others and on developing effective communication skills. Those who engage in skillful communication are more likely to influence others.

CIP - Charismatic/Ideological?Pragmatic

Michael Mumford Charismatic leaders believe that people can act on the environment to achieve their goals. They look to the future and present a vision that will lead to positive outcomes and address social needs. Ideological leaders believe that situational forces are keeping followers form reaching their goals and propose changes that will eliminate those blockages. They look to the past, believing it is much better than the present.Highly committed to personal beliefs and values, they present visions that stress values and adhering to standards. Pragmatic leaders focus on the causes - both people and situational influences - that pose threats and opportunities in the current context. The CIP model highlights the fact that outstanding leadership takes different forms. Leaders who: 1. look to the past and appeal to s hared values 2. focus on solving immediate problems can be as effective as their transformational/charismatic counterparts.

problem-solving capabilities

Michael Mumford defines leadership as an ongoing process of solving complex, ill-defined problems 1. Problem-Solving Skills - define the problem - gathering information - identifying the key facts and concepts to apply to the dilemma - combining the concepts in a new ways (creativity) - developing an answer 2. Solution Construction Skills - Develop solutions that work within the context of a specific organization - To do so, leaders must be: Objective, Self-reflective, Understand the system, Work within organizational restrictions, Anticipate the long-term impact of changes, and so forth. 3. Social Judgment Skills - Build consensus. - Coordinate the activities of the departments and individuals. -- Persuasion, negotiation, and other influence tactics are critical to rallying support for proposals.

situational leadership

Paul hersey and Kenneth blanchard different situations call for different styles of leadership

Maslow's Hierarchy of Needs

Physiological Needs - food, water, air Safety Needs -structure, order, law, security, stability, protection, freedom from fear, anxiety, chaos Belonging and Love Needs -friendship, affection, acceptance and identification with others Self-Esteem Needs -high self-respect, self-approval, esteem of others, achievement, competency, reputation, prestige, status Self-Actualization Needs -self-fulfillment, actualizing one's potential

Michigan Leadership Study

Production-oriented leadership communication. - Focus on accomplishing tasks by emphasizing technical procedures. - Planning - Organization - Primarily concerned with getting work done. Employee-oriented leadership communication. - Focus on relationships between people. - Particularly interested in motivating and training followers. - Demonstrate a genuine interest in the well-being of followers both on and off the job. The Michigan researchers believed that the production-oriented and employee-oriented styles were opposing sets of communication behaviors. They suggested these leadership communication styles could be described along a continuum. - A leader could choose either production-oriented style, an employee-oriented style, or a neutral style of communication. - According to the Michigan research, leaders who exhibited employee-oriented styles had more productive and satisfied work groups. This one-dimensional view of leadership communication style was short lived. · Follow-up studies performed by the University of Michigan researchers suggested that it was possible for leaders to adopt both production-oriented and employee-oriented styles. · Further, leaders who demonstrated high concern for both production and people were found to be more effective than leaders who exhibited only employee-oriented or production oriented-communication. · Production-oriented and employee-oriented leadership styles were not polar opposites but rather two distinct dimensions of leadership communication style.

communication approach

Richardson and Thayer argue that we can exert charismatic influence by working to improve our communication skills. Charismatic leaders excel in four core functions of communication: 1. Charismatics as Relationship Buildings 2. Charismatics as Impression Managers Framing, Scripting, Staging, Performing 3. Charismatics as Visionaries 4. Charismatics as Influence Agents

3 skills model

Robert Katz 1. Technical Skill - most important at lower levels of the organization where employees are focused on tasks. 2. Human Skill - most important at the next level as forepersons and middle managers must foster collaboration. 3. Conceptual Skill - most important at the top level where executives make strategic decisions. Katz believed that: · top executives could be effective even if they had few technical skills. However: · human skills remain essential to their success.

Exemplary Followership

Robert Kelley found that followers differ on 2 dimensions 1.independent/critical thinking 2. active engagement The best followers are people who think for themselves and take initiative. The worst followers have to be told what to do and require constant supervision. Typical followers take direction and complete jobs on their own after being told what is expected of them .

4-D Followership Model

Roger Adair Quadrant I - Disciple Followers - focus on serving the needs of others Quadrant II - Doer Followers - focus on meeting their personal needs Quadrant III - Disengaged Followers - take a passive approach when under stress Quadrant IV - Disgruntled Followers - respond actively to stress Adair believes: · Most employees function as either disciples or doers. · Most productive and satisfied when they operate within the quadrant that naturally fits them best.

Ohio State Leadership Studies

The Ohio State researchers developed a questionnaire they called the Leader Behavior Description Questionnaire (LBDQ). 1. Consideration - Interpersonal-oriented communication designed to: -- Express affection and liking for followers. -- Consideration of followers' feelings, opinions, and ideas. -- Maintenance of an amiable working environment. - Inconsiderate leaders criticized followers in front of others, made threats, and refused to accept followers' suggestions or explanations. 2. Initiating Structure - Task-related behaviors involved: -- Initiation of action. -- Organization and assignment of tasks. -- Determination of clear-cut standards of performance. Consideration and initiating structure were believed to be two separate dimensions of leadership. · A leader could rate high or low on either dimension. · This representation of leader communication style allowed for the development of a two-dimensional view of leadership. - The researchers believed that it was possible for a leader to demonstrate varying amounts of task (initiating structure) or interpersonal (consideration) communication.

diversity of perspectives

The ability to communicate with employees who have individual values, assumptions, beliefs, and expectations that may be different from the leader is crucial in the ever-growing global market. The ability to transform groups of people into teams that work together toward the vision of the company is critical to its success. The ability to understand what internally motivates individual employees may help inspire them to accept change that advances the mission of the company. The ability to lead from a communication perspective may not only strengthen leadership competencies, it may also demonstrate value of employees and increase personal contributions for overall business success. The purpose of this model is to understand that diversity exists beyond the existing protected classifications of race, color of skin, gender, ethnicity, religion, sexual orientation, disability, etc. It is intended to also help understand how individual values, assumptions, beliefs, and expectations contribute to desired business results. Individuals with limited or no knowledge and experience with diversity may understand how differences and similarities help achieve desired business results.

Transactional Leadership

The transactional leader most concerned with the satisfaction of physiological, safety, and belonging needs. - Exchange rewards or privileges for desirable outcomes.

Transformational Leadership

Transformational leaders also attempt to satisfy the basic needs of followers, but they go beyond mere exchange by engaging the total person in an attempt to satisfy the higher-level needs of self-esteem and self-actualization. - Transformational leadership is empowering and inspirational; it elevates leaders and followers to higher levels of motivation and morality.

McGregor's Theory Y

Work to integrate organizational and individual goals. Assume that work is as natural as play or rest. Work is not viewed as inherently unpleasant but rather as a source of satisfaction. Threats, punishment, and direct supervision are not necessary to ensure productivity. - Personal commitment and pride are sufficient to ensure quality workmanship. Argues that the average person seeks responsibility as an outlet for imagination and creativity. This approach emphasizes individual commitment by recognizing individual needs as well as organizational needs. Focus on the unique characteristics of the individuals performing the tasks. The tasks themselves are not ignored but are viewed in terms of the people involved.

both theory x and y approaches are based on

a set of assumptions regarding human nature

sociological approach

according to max weber a leader retain charismatic status as long as he or she is seen as charismatic Harrison drive and Janice Beyer found 5 key components in weber's foundational conception of charisma 1. A leader with extraordinary, almost magical, talents. 2. An unstable or crisis situation. 3. A radical vision for providing a solution to the crisis. 4. A group of followers attracted to the extraordinary leader because they believe they are linked through the leader to powers that exceed usual limits. 5. A validation, through repeated success, of the extraordinary leader's talents and power.

Neal AshKanasy and Peter Jordan

argue that successful leaders effectively utilize emotions at five different levels of the organization.

Situational Approach

assume that leadership behavior is contingent on variations in the situation 2 situational approaches 1. path- goal 2, situational leadership

transformational vs. charismatic

both - have a powerful effect on followers and organizations - achieve extraordinary results - inspire - skilled communicators - both share same potential weaknesses - "leader-centric" transformational - group centered - empowerment is a key characteristic of transformation leadership charismatic - person centered strong emotional connection to charismatics - crisis also seems to be a critical element for the emergence of charismatic leadership - leaders are more authoritative, giving direction instead of enlisting the help of subordinates

task-based competencies

can be improved through training and experience Leading Oneself o Self-awareness o Ability to balance conflicting demands. o Ability to learn. o Leadership values. Leading Others o Ability to build and maintain relationships. o Ability to build effective work groups. o Communication skills. o Ability to develop others. Leading the Organization o Management skills. o Ability to think creatively. o Ability to initiate and implement change.

Kurt Lewin, Ronald Lippitt, Ralph White

communication styles model - undertook one of the earliest investigations of leadership communication style. - they studied the impact of authoritarian, democratic, and lassies-faire leadership communication styles on group outcomes

leaders

create an agenda by establishing direction and communicating long-range views of the big picture. This process involves developing a desirable and attainable goal for the suture, otherwise known as a vision. Leaders mobilize others by aligning people. Alignment focuses on integration, teamwork, and commitment.

5 primary characteristics of transformational leadership

creative, interactive, visionary, empowering, passionate

Frank Dance

defined symbols as abstract, arbitrary representation of reality agreed upon by human users

Followership Style Questionnaire

developed by Kelley Followers fall into one of five categories based on how they respond to the independent thinking and active engagement sections of the test. 1. alienated followers 2. conformist followers 3. pragmatist followers 4. passive followers 5. exemplary followers - add value to the organization by helping. It reach its objectives - weave a web of relationships - cultivate a courageous conscience by making the right ethical judgements and then following

James McCroskey and Virginia Richmond

developed the willingness to communicate scale to measure the predisposition to talk in a variety of situations

readiness level of followers in situational leadership approach

dictates effective leader behaviors. task and relationship dimensions Readiness Level 1 - directing - low ability and low willingness high task-directed communication low relationship-directed communication Readiness Level 2 - coaching - low ability and high willingness high task-directed communication high relationship-directed communication Readiness Level 3 - supporting - high ability and low willingness low task-directed communication high relationship-directed communication Readiness Level 4 - delegating - high ability and high willingness Since tasks skills are well developed, task guidance is not necessary. Relationship behavior is not required because commitment and confidence are not a problem.

outcomes of management and leadership according to Kotter

differ significantly management - produces orderly results leadership - often leads to useful change

Erving Goffman

dramaturgical approach to human interaction - like actors in drama, people create meaning and influence others through their performances

Emotional Communication Competencies

effective leaders are also skilled at sharing and responding to emotions - They know how to communicate affection, liking, and excitement to followers. - In addition, they know how to communicate affection, liking,, and excitement to followers. - In addition, they know how to channel their emotions in order to achieve their objectives and to maintain friendly group relations.

Gail Fairhurst and Robert Sarr

effective leaders use language as their most tangible tool for achieving desired outcomes

Leader-Member Exchange Theory

focuses on the quality of the relationship between the individual leader and follower rather than on categorizing followers as either a member of the in-group or the out-group Followers who have high LMX relationships with their leaders are: - more productive (produce a higher quality and quantity of work) - more satisfied with their jobs - less likely to quit - enjoy better psychological health - more satisfied with their supervisors - more committed to the organization There are several possible reasons for the enduring popularity of the relational approach to leadership. 1. It is confirmed by our personal experiences. 2. There is a strong link between relational quality and important individual organizational outcomes. 3. LMX has matured, moving from descriptive to perspective while becoming more equitable. Criticism · Hard to compare the results of different studies. · Superiors and subordinates often don't see "eye to eye" when it comes to judging the quality of their relationships, with leaders giving their ratings. · LMX theorists provide little practical advice to leaders who want to develop relational partnerships. · The LMX model, despite its evolution, still promotes inequality and injustice.

Path-Goal Theory

followers are more motivated to be productive when they believe that successful task completion with provide a path to a valuable goal According to Robert House leaders play an important role in influencing follower perceptions of task paths and goal desirability. It is the leader's responsibility to: 1. communicate clearly what is expected of followers. 2. communicate what rewards can be anticipated when tasks are successfully completed. 3. help followers overcome overcome obstacles to completing the task. According to House and Terence Mitchell, the ability to motivate followers is influenced by a leader's communication style as well as by certain situational factors. Four communication styles are identified: 1. Directive leadership - Most effective when followers are inexperienced or when the task is unstructured. 2. Supportive leadership - When followers confront structured tasks that are: stressful, tedious, frustrating, difficult, dissatisfying 3. Participative leadership - When unstructured tasks and behavior expectations are ambiguous. 4. Achievement-oriented leadership - Increases a followers confidence in his or her ability to realize challenging goals.

James MacGregor Burns

founding contemporary leadership studies "leadership is one of the most observed and least understood phenomena on Earth

impression management

helps achieve goals People in organizations carefully watch the behavior of the CEO for information about the executive officer's character and for clues as to organizational priorities, values, and future directions. They seek answers to such questions as: · "Can I trust him/her?" · "What kind of behavior gets rewarded around here?" · "Is she or he really interested in my welfare?" · "Is dishonesty tolerated?" · "Are we going to survive the next five years?" · "Is this an enjoyable, exciting place to work?" · Many people are uncomfortable with the idea of impression management. · They equate playing a role with being insincere, since true feelings and beliefs might be hidden.

dean Barnlund

identified 5 principles that reflect the basic components of human communication

skills approach

identifying the abilities leaders need to carry out their functions based on the premise that, unlike traits, skills can be developed The skills approach underlies leadership development by emphasizing that leaders are made not born.

traits approach

it was widely believed that leaders possessed unique physical and psychological characteristics that predisposed them to positions of influence. Researchers were not completely sure which characteristics were most important, but they assume that an individual's physical and psychological features were the best indicators of leadership potential. · height · weight · appearance · intelligence · disposition Ralph Stogdill - Subsequent studies contributed Stogdill remaining convinced that personality traits alone did not adequately explain leadership.

Behavioral/Attribution Approach

jay conger nad rabindra kanungo claim certain leader behaviors motivate followers to regard individuals as charismatic - Possess a vision that is unique, yet attainable. - Act in an unconventional, counternormative manner. - Demonstrate personal commitment and risk taking. - Demonstrate confidence and expertise. - Demonstrate personal power.

communication-based definition of leadership

leadership is human (symbolic) communication that modifies the attitudes and behaviors and others in order to meet shared group goals and needs

Functional Approach

looks at the communicative behavior of leaders. - it is the ability to communicate like a leader that determines leadership

management

process for creating an agenda involves planning and budgeting...focus on time frames, specific details, analysis of potential risks, and resource allocation . Managers mobilize others through organizing and staffing.

Leader/Follower Relationship

recognizing that leaders and followers work together toward shared objectives. Shifting some of the spotlight form leadership to followership is one way to assure that followers get the credit they deserve shared leadership - group and organizational members share the responsibility for achieving collective goals Leaders - exert a greater degree of influence and take more responsibility for the overall direction of the group. Followers - are more involved in implementing and carrying out the work. - Followers play an active, vital role in the success of any group, organization, or society. They are neither passive or subservient.

Engaged Followers

scientist Barbara Kellerman places followers along a continuum based on how willing they are to engage with their leaders and with their fellow followers. · Isolates · Bystanders · Participants · Activists · Diehards

relational approach

shifts the focus from the characteristics of leaders and followers and leadership between to the relationships among leaders and followers

Stephen Denning- storytelling as leadership

suggests that leadership is an "interactive" endeavor largely shaped by narrative.

Transcendent Followership

the best followers demonstrate knowledge and skills that transcend or cross multiple levels or domains. They show competence in managing themselves, working with others, and supporting and changing the organization as a whole.

communication is based on

the transfer of symbols, which allows individuals to create meaning - symbols not only create reality but also enable us to communicate the past, present, and future - symbolic communication is purposive and goal driven

Bernard Bass

transactional and transformational leadership Transactional Leadership Factors - Contingent reward - Management-by-exception Transactional leadership is primarily passive. The behaviors most often associated with transactional leadership are establishing the criteria for rewarding followers and maintaining the status quo. Transformational Leadership Factors - Charisma - Individualized consideration - Inspiration - Intellectual stimulation Those leaders who went beyond transaction and engaged in transformational leadership demonstrated active behaviors that included providing a sense of mission, inspiration, emotional support, and intellectual stimulation. Nonleadership Factor

John Cotter

uses 3 central activities to highlight the differences between management and leadership

reluctant to interact with others

· we may have inherited a tendency to be shy, introverted, and anxious about communication; · put a low value on talk; · feel alienated from other people; · suffer from low selfl-esteem; · or experience fear or anxiety about specific communication situations. · In some cases, we're reluctant to communicate because of a skill deficiency.