Organizational Psych Quiz 3 - Ch. 12 (Leadership)

Authentic leadership

Focuses on the moral aspects of being a leader

Charismatic leadership theory (Robert House)

Followers attribute heroic or extraordinary leadership abilities when they observe certain behaviors, and tend to give these leaders power.

Neutralizers

Attributes that make it impossible for leader behavior to make any difference to follower outcomes

Substitutes

Attributes, such as experience and training, that can replace the need for a leader's support or ability to create structure - Governance in the "bossless" work environment is achieved through accountability to coworkers, who determine team composition and sometimes even pay

Charisma (Max Weber)

"A certain quality of an individual personality, by virtue of which he or she is set apart from ordinary people and treated as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities. These are not accessible to the ordinary person and are regarded as of divine origin or as exemplary, and on the basis of them the individual concerned is treated as a leader."

1) Management by exception

'Put out fires' when needed but many times is too little to late to act

Leader-participation model

- A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations. - Leader behavior must adjust to reflect the task structure - Does not cover all leadership behaviors and is limited to recommending what types of decisions might be best made with subordinate participation

Big 5 of leadership

- A lot of research based on the Big 5 has found *extraversion to be the most predictive trait of effective leadership* - Extraversion sometimes relates more to the way leaders emerge than to their effectiveness - One study found leaders who scored very high in assertiveness, a facet of extraversion, were less effective than those who were moderately high. - Agreeableness and emotional stability don't seem to predict leadership - Conscientiousness and openness may predict leadership (*especially effectiveness*) - Conscientiousness and extraversion are positively related to leaders' self-efficacy - People want to follow others who are confident they are going in the right direction

Leaders high in initiating structure

- Assign followers particular tasks - Sets definite standards of performance - Emphasizes deadlines

Transformational vs. Charismatic Leadership

- Charismatic - How leaders communicate (dynamic, passion) - Transformational - What leaders communicate (vision)

*Individual-focused transformational leadership* is behavior that

- Empowers individual followers to develop ideas - Enhance their abilities - Increase self-efficacy

Organizations with transformational leaders generally have

- Greater decentralization of responsibility - Managers with more propensity to take risks - Compensation plans geared toward long-term results

*Team-focused transformational leadership* emphasizes

- Group goals - Shared values and beliefs - Unified efforts

Authentic leaders

- Know who they are - Know what they believe in - Act on those values and beliefs openly and candidly - Are considered by their followers to be ethical people - Establish truth with followers - Followers have faith in them - May also be more likely to promote corporate social responsibility (CSR)

Dark Side of leadership

- Machiavellianism, narcissism, and psychopathy indicates they're not all bad for leadership (mid-range of these qualities are good for effective leadership) - *High Dark Side personality traits and emotional stability may cause leadership emergence*. - Self-regulation and self-awareness helps keep Dark Side personality traits in check.

Emotional intelligence (EI) of leadership

- May indicate effective leadership - Empathetic leaders can sense others' needs, listen to what followers say (and don't say), and read the reactions of others. - A leader who effectively displays and manages emotions will find it easier to influence the feelings of followers by o expressing genuine sympathy and enthusiasm for good performance o showing irritation when employees fail to perform - People *high in EI are more likely to emerge as leaders*, even after taking cognitive ability and personality into account.

The Dark Side of Charismatic Leadership

- Narcissistic leaders tend to also be charismatic - If charisma is power, then that power can be used for good— and for bad (e.g. Hitler) - Some charismatic leaders have allowed their personal goals to override the goals of their organizations (e.g. stock market executives)

Ways to be more charismatic

1) Speak in an animated voice 2) Reinforce your message with eye contact 3) Facial expressions 4) Gesture for emphasis 5) Tap into followers' emotions 6) Create a bond that inspires them

Ethical leaders

- Not just affect direct followers but create ethical guidelines for all levels of management - Their followers engaging in more organizational citizenship behaviors (OCBs) and are more willing to bring problems to the leaders' attention - Their leadership reduced interpersonal conflicts

Actions of authentic leaders

- Share information - Encourage open communication - Stick to their ideals

Initiating structure includes attempts to organize

- Work - Work relationships - Goals

What key characteristics lead us to believe a leader is trustworthy?

1) *Integrity* - honesty, truthfulness and consistency 2) *Benevolence* - they have your best interest at heart, even if its not in their best interest 3) *Ability* - technical and interpersonal knowledge and skills

Factors that enhance charismatic leadership

1) *Stress* - when people feel they are in crises or simply aroused, they feel the need for strong, charismatic leadership. They help people reduce stress by making work more meaningful and interesting 2) Can be found *effective at all levels of organizations*, even if we assume that charismatic leaders should be the top executives who create the vision 3) If a person *lacks self-esteem or quested their self-worth*, they will be *more susceptible* to the charismatic leader no matter the situation

2 kinds of leader who inspire followers through words, ideas, and behaviors

1) Charismatic leadership 2) Transformational leadership

Difficulties in identifying the exact relationships between trait and behavioral theories

1) Correctly identifying whether a trait or a behavior predicts a certain outcome 2) Exploring which combinations of traits and behaviors yield certain outcomes 3) Determine the causality of traits to behaviors so that predictions toward desirable leadership outcomes can be made

Reasons why ingroup members are chosen (in LMX)

1) Demographic 2) Attitude 3) Gender 4) Personality characteristics similar to those of their leader 5) A higher level of competence than outgroup members

Path-goal theory predicts

1) Directive leadership yields greater employee satisfaction when tasks are ambiguous or stressful than when they are highly structured and well laid out. 2) Supportive leadership results in high employee performance and satisfaction when employees are performing structured tasks 3) Directive leadership is likely to be perceived as redundant among employees with high ability or considerable experience.

Results of the four I's

1) Extra effort from workers 2) Higher productivity 3) Higher morale and satisfaction 4) Higher organizational effectiveness 5) Lower turnover 6) Lower absenteeism 7) Greater organizational adaptability

Charismatic leaders are likely to be (traits)

1) Extraverted 2) Self-confident 3) Achievement oriented

Initiating structure was more strongly related to

1) Higher levels of group and organization productivity 2) More positive performance evaluations

A leader should choose one of four behaviors depending on follower readiness (according to SLT)

1) If followers are unable and unwilling to do a task, the leader needs to give clear and specific directions 2) If they are unable but willing, the leader needs to display a high task orientation to compensate for followers' lack of ability, and high relationship orientation to get them to "buy into" the leader's desires 3) If followers are able but unwilling, the leader needs to use a supportive and participative style 4) If they are both able and willing, the leader doesn't need to do much

Two dimensions that substantially accounted for most of the leadership behavior described by employees:

1) Initiating structure 2) Consideration

We attribute the following to leaders

1) Intelligence 2) Outgoing personality 3) Strong verbal skills 4) Aggressiveness 5) Understanding 6) Industriousness

Pitfalls of SLT

1) Internal ambiguities and inconsistencies in the model itself 2) Problems with research methodology

How can managers get the most from their leadership-training budgets?

1) Leadership training is likely to be more successful with high self-monitors. 2) Organizations can teach implementation skills 3) We can teach skills such as trust building and mentoring 4) Behavioral training through modeling exercises can increase an individual's ability to exhibit charismatic leadership qualities

One review found the followers of leaders high in consideration were

1) More satisfied with their jobs 2) More motivated 3) Had more respect for their leaders

Leadership research focus on the following attributes the separate leaders from nonleaders

1) Personality 2) Social 3) Physical 4) Intellectual

Research's findings on LMX's ingroup members

1) Receive higher performance ratings 2) Engage in more helping or "citizenship" behaviors at work 3) Report greater satisfaction with their superior

Characteristics of charismatic leaders

1) They have a vision 2) Are willing to take personal risks to achieve that vision 3) Are sensitive to follower needs 4) Exhibit extraordinary behaviors

Advantages of having trust between supervision and employees

1) Trust encourages taking risks 2) Trust facilitates information sharing 3) Trusting groups are more effective Trust enhances productivity

Conclusion about traits and leadership

1) We can say that traits can predict leadership 2) Traits do a better job predicting the emergence of leaders and the appearance of leadership than distinguishing between effective and ineffective leaders 3) Trait theories help us predict leadership, but they don't fully help us explain leadership

We can assess the situation in terms of three contingency or situational dimensions:

1. *Leader-member relations* - the degree of confidence, trust, and respect members have in their leader. - e.g. payroll manager who has the respect and confidence of his or her employees 2. *Task structure* - the degree to which the job assignments are procedurized (AKA structured or unstructured). - The higher the task structure becomes, the more procedures are added (e.g. wage computation, check writing, and report filing) 3. *Position power* - the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases - The stronger the position power, the more control the leader has (e.g. considerable freedom to reward and punish employees)

Socialized charismatic leadership

A leadership concept that states that leaders convey values that are other-centered (versus self-centered) and who role-model ethical conduct.

Situational leadership theory (SLT)

A contingency theory that focuses on followers' readiness (AKA willingness and ability to accomplish a specific task). - Acknowledges the importance of followers and builds on the logic that leaders can compensate for followers' limited ability and motivation

Trait theories of leadership

A focus on personal qualities and characteristics of leaders

Vision statement

A formal articulation of an organization's vision or mission

Vision

A long-term strategy for attaining a goal by linking the present with a better future for the organization - How charismatic leaders influence their followers - Desirable visions fit the times and circumstances and reflect the uniqueness of the organization

Full range of leadership model

A model that depicts seven management styles on a continuum: 1) Laissez-faire 2) Management by exception 3) Contingent reward leadership 4) Individualized consideration 5) Intellectual stimulation 6) Inspirational motivation 7) Idealized influence

Trust

A psychological state that exists when you agree to make yourself vulnerable to another person because you have positive expectations about how things are going to turn out - Followers who trust a leader are confident their rights and interests will not be abused - Related to transformational leadership because only with trust can followers go above and beyond

Mentor

A senior employee who sponsors and supports a less-experienced employee or protégé - Benefit both sides - The protégé is often tested with a particularly challenging assignment and if performance is acceptable, the mentor will develop the relationship.

Identification-based trust

Based on a mutual understanding of each other's intentions and appreciation of the other's wants and desires, is particularly difficult to achieve for online leaders/ influencers with face-to-face interaction

Leader-member exchange (LMX) theory

Because of time pressures, leaders establish a special relationship with a small group of their followers - These ingroup members are trusted, get a disproportionate amount of the leader's attention, and are more likely to receive special privileges - Proposes that early the leader implicitly categorizes the follower as an "in" or an "out" (which becomes stable over time) - Leaders induce LMX by rewarding employees with whom they want a closer linkage and punishing those with whom they do not - Requires investment on both ends - Both the ingroup and the outgroup realize negative effects from LMX

Servant leaders

Go beyond their self-interest and focus on opportunities to help followers grow and develop - This is done through listening, empathizing, persuading, accepting stewardship, and actively developing followers' potential - Negatively related to narcissism - Results in highly levels of commitment to the supervisor - Increase team potency (thinking your team as above average skills and abilities) - Increase group performance levels

Trust propensity

How likely a particular employee is to trust a leader. Some people are simply more likely to believe others can be trusted - Positively correlated with agreeableness and negatively correlated with low self-esteem

Least preferred coworker (LPC) questionnaire

Identifies whether a person is task-oriented or relationship-oriented by asking respondents to think of all the coworkers they have ever had and describe the one they least enjoyed working with. - If you describe this person in favorable terms (a high LPC score), you are relationship-oriented. - If you see your least-preferred coworker in unfavorable terms (a low LPC score), you are primarily interested in productivity and are task-oriented

Transformational leaders

Inspire followers to transcend their self-interests for the good of the organization - Respond with increased levels of commitment - Builds on transactional leadership and produces levels of follower effort and performance beyond what transactional leadership alone can do - Are more creative and encourage their followers to also be more creative

Transactional leaders

Leaders who guide their followers toward established goals by clarifying role and task requirements - E.g. Fiedler's model, situational leadership theory, and path-goal theory - These leads will only do mediocre job if they don't also have transformational leadership qualities

Attribution theory of leadership

Leadership is merely an attribution people make about other individuals - We see our leaders for the reason for extremely negative and positive performance

Laissez-faire

Most passive, least effective

Contingent reward leadership

Offer predetermined rewards for employees, which can be effective but doesn't encourage employees to go above and beyond

Fiedler contingency model

Proposes that group performance depends on the proper match between the leader's style and the degree to which the situation gives the leader control - The individual's leadership style is assumed to be permanent

Behavioral theories of leadership

Shows we can train people to be leaders.

Path-goal theory

Suggests it's a leader's job to provide followers with information, support, or other resources necessary to achieve goals - Other research has found that goal-focused leadership can lead to higher levels of emotional exhaustion for subordinates who are low in conscientiousness and emotional stability - Leaders who set goals enable conscientious followers to achieve higher performance but may cause stress for workers who are low in conscientiousness

Leadership

The ability to influence a group toward the achievement of a vision or set of goals - Leaders aren't always managers - Managers aren't always leaders

Nonsanctioned leadership

The ability to influence that arises outside the formal structure of the organization - Can sometimes be more important that formal influence

Initiating structure

The extent to which a leader is likely to define and structure his or her role and those of employees in the search for goal attainment.

Consideration

The extent to which a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings. - A leader high in consideration helps employees with personal problems, is friendly and approachable, treats all employees as equals, and expresses appreciation and support (people-oriented)

The four I's

Transformational leadership styles that motivate followers to go beyond expectations 1) Individualized consideration 2) Intellectual stimulation 3) Inspirational motivation 4) Idealized influence