Leadership Midterm
What is the Early Trait Approach? What is another name for this? When was this theory popular?
"Great Man" Theory (1930s - 40s) Assumptions Leaders differ from non-leaders Differentiating traits are stable (heritable) Leadership generalizes across situations Implications Leaders are 'born' not 'made' Leaders must be 'selected' not 'trained' Leader traits lead to leader emergence and leader effectiveness Main question was what is it about a person that makes them a good leader and differentiates them? Underlying belief leaders born not made Tried to identify personal characteristics that distinguished: Leaders from non-leaders (Leader Emergence) Effective from ineffective leaders (Leader Effectiveness)
What is initiating structure from the Ohio state studies? What was this called in the Michigan studies?
"Includes behavior in which the supervisor organizes and defines group activities and his relation to the group. Thus, he defines the role he expects each member to assume, assigns tasks, plans ahead, establishes ways of getting things done, and pushes for production. This dimension seems to emphasize overt attempts to achieve organizational goals. Michigan state = task focus/task-orientation
What is consideration from the Ohio state studies? What was this called in the Michigan studies?
"Includes behavior indicating mutual trust, respect, and a certain warmth and rapport between the supervisor and his group. This does not mean that this dimension reflects a superficial "pat-on-on-the-back, first-name calling" kind of human relations behavior. This dimension seems to emphasize a deeper concern for group members' needs, and includes such behavior as allowing subordinates more participation in decision making and encouraging more two-way communication." Called person oriented in Michigan studies
What are the 4 new developments of the modern behavioural approach as discussed in class?
1 Better analytic procedures (meta-analysis) 2 Wider range of behaviours 3 Consider situational contingencies (ask when questions) 4 Consider mediating mechanisms (ask why questions)
What are the 4 steps of the new leadership constructs?
1 Define the construct 2 Provide a theoretical framework 3 Measure development (e.g., item writing) Measure evaluation Reliability Construct validity Convergent validity Discriminant validity 4 Predictive & incremental validity (contributes above theories already have )
What are the 3 main challenges of the behavioural approach according to lecture?
1 Identify relevant leader behaviours 2 Reduce them to a manageable number of behavioural categories 3 Investigate the links between leader behaviour and effectiveness
According to Vroom's Normative Decision-making Model what are the 9 situational factors you should go through when deciding manager style to use (Q I S NA LA T C T D)
1 Quality of decision choices - is one solution better than others? 2 Information immediately available 3 Problem structure - is there a policy to how to handle? 4 Necessity of acceptance - First 3 all have to do with quality of decision Rest have to do with getting people to buy in Do need buy in? 5 Likelihood of acceptance of an autocratic decision - will you be able to get by if you make the decision alone? 6 Trust in subordinates to consider organizational goals - do followers have organizations bst interest at heart? 7 Conflict among subordinates with regard to decision - are they likley to agree or disagree with eachother? first 7 are primary - 2 additional can come into play 8 Time pressure - do you need to decide right now? 9 Importance of team building and employee development - is there an opportunity to develop potential in followers? last two are negatively related
According to Vroom's Normative Decision-making Model what are the 5 styles options?
A1 Manager makes decision using information currently available A2 Manager obtains necessary information from subordinates and makes decision C1 Manager shares the problems with individual subordinates, gets ideas, and makes the decision C2 Manager shares the problem with the group, gets ideas and suggestions, and makes the decision G2 Manager shares the problem with the group, serves as facilitator for discussion and allows the group to make the decision
What are the two theories of the augmentation hypothesis? What is it?
Argues Transformational leadership adds to base of transactional leadership Question is is base of transactional leadership actually matter - Two views on whether it matters "... it is possible that the positive effects of transactional leadership are simple by-products of transformational leadership and have nothing unique to contribute." "To motivate followers to move beyond expectations, according to Bass (1998), transformational leadership is required. This suggests, that without the foundation of transactional leadership, transformational leadership effects may not be possible."
What is a major challenge and 3 unanswered questions to the behavioural approach?
As behavioural categories and outcomes expand, research questions become more complex Note: Much of Yukl's discussion of leader effectiveness is conceptual: Here presents more research questions than answers Unanswered Questions 1 How should outcomes be prioritized? What trade-offs might be required? 2 Are there multiple pathways to the same goal? 3 How should a leader decide on an approach to take?
What were the assumptions, predicitions, and findings in the Ohio State Studies?
Assumption Initiating structure and consideration are independent dimensions Prediction Most effective leaders would be high on both Findings No consistent relations found between either dimension and effectiveness (except consideration and satisfaction) - Even though no effects found - didn't abandon - came back and look in different way - Modern Behavioural Approach
What is Vroom's VIE theory of motivation and waht are the 3 parts? What is the equation?
At time house theory being developed Vroom's theory one of most common Vroom said ppl motivated from within as assessment of situation Comes from behav and cog background Will be more motivated if believe can do it, will extra effort help get desirable outcomes, Motivation is determined by three factors Expectancy Perceived likelihood that one has the ability to do something Instrumentality Perceived likelihood that the behaviour will produce various outcomes Valence The value placed on the outcomes Motivation is greatest when a person believes (s)he has the ability to do something that has a high probability of leading to a desirable outcome. F = E x (sum I x V)
What is bipolar dimension and two independent models of consideration and initiating structure? Which is correct?
BD - on a continum either one or other 2D - can be bit of both 2D is what was found
What is the major complication with House's path-goal theory? What are the implications and problems?
Bc complexity situation house not able come up complete set continugencies - gave examples instead Implication - need to be flexible and be able to diagnose situation and choose what to do to increase expectantions and instrumentation One thing to know what situation needs, can be more difficult to do - some people not comfortable being supportive etc Diagnose expectancies and valences Adapt style to meet needs and increase motivation Problems Contingency specifications incomplete No measures developed Diagnostic abilities and flexibility never assessed
What is authentic leadership? What are the origins?
Being true to yourself - question how do you know when that's happening Conceptually it makes sense - have a good knowledge of strength, weaknesses etc By modeling instills in subordinates Transformational leadership theory Followership theory Positive Psychology Various theories of motivation
What is the Hexaco Model? Describe the 6 dimensions
Big 5 lacking in some ways eg no where for honesty and humility - came up with 6 rather than big 5 Honesty-humility - sincerity, fairness, greed,avoidance, modesty Emotionality - fearfulness, anxiety, dependence, sentimentality (opposite neurotosism) Extraversion - social self-esteem, social boldness, sociability, liveliness agreeableness - forgiveness, gentleness, flexibility, patience Conscientiousness - organization, diligence, perfectionis, prudence Openness to experience - aesthetic appreciation, inquisitivieness, creativity, unconventionality
What are the 5 points of Visionary Leadership according to lecture?
Challenging the process Inspiring a shared vision Encouraging the heart Modeling the way Enabling others to act
What are the 3 Neo-charismatic theories discussed in lecture? When did these become popular? Which is most common?
Charismatic Leadership House (1976); Conger & Kanugo (1987); Shamir, House & Arthur (1993) Visionary Leadership Kousnes & Posner (1987); Bennis & Nanus (1985) Transformational Leadership Burns (1978); Bass (1985); Podsakoff et al. (1990) Dominant since the 90's Transformational most dominant - captures charismatic leadership but is more broad
What are the methodological concerns of Mumford and Fried?
Common-source/method bias Follower-centric perspective Individual-level studies Cross-sectional design Little evidence for discriminant (e.g., liking) & incremental validity - may actually be measuring how much you like your leader
What are the substantive concerns identified in the Mumford and Fired?
Conflating leadership and Ethics Multiple ways to be effective View ethics only from follower perspective Overly Narrow Focus (follower motivation) Leaders engage in many other tasks (especially top leadership) Ethical standards are too absolute (e.g., might not apply in crisis) False Assumptions about Follower Needs What followers 'want' might not be what they 'need' Inappropriate Scientific Inference Models are 'prescriptive' & focus only on behavior Ignore 'boundary conditions' Search only for 'confirmatory' evidence
What was found in the DeRue paper?
Conscientiousness was the most consistent trait predictor Transformational leadership was the most consistent behavioral predictor across criteria Leader behavior had a more direct impact than did traits Traits and behaviors could be distinguished in terms of relevance to performance-relevant and relationship-relevant outcomes Shows that based data accumulated appears traits do relate to effectiveness and to extent that traits have effect on outcome is mediated by behaviours Aarrors show contributing uniquely Pattern of data consistent with idea traits are relevant bc influence way leaders behav - are certain beha that contribute directly and incrimentaly to udnerstaing leader effectiveness
Summarize the basic findings of the Judge et al Meta-analysis?
Consideration and Initiating Structure DO correlate with effectiveness indicators The correlations with effectiveness vary with a) effectiveness index, and b) measure The correlation between the scales vary with measure Note: The research still does not address the interaction among IS and C: Are the 'best' leaders high on?
how are decisions made in Vroom's Normative Decision-making Model?
Contingency Decision rules developed e.g., Acceptance Rule If acceptance is necessary and acceptance of an autocratic decision is unlikely, eliminate A1 and A2 These rules were used to construct a decision-making tree Whats best approach given situation = contingency Look at data and come up series of rule Complicated - not going to go through all of them - se example of acceptance rule
What are 3 forms of transactional leadership?
Contingent Reward Use of reward for desired performance Management-by-Exception Active - looks for thing that are wrong Passive - intervenes only when things go wrong Laissez-faire (non-leadership)
What was found in the Judge et al paper in relation to the Ohio State Studies
Contrast to ohio - found consideration correlated with all criteria - strongest correlation with perception how considerate leader is and how satisfied are with leader Initiating structure also found to correlate
What is a Meta-Analysis and what are the 3 basic steps? Who first developed this method?
Developed by John Hunter - technique to use meta analysis in IO Psych When interpret correlation coefficient - is going to be influenced by constructed interested in - also going to reflect noise due sample size , diff bc measure use Once you remove error is it still meaningful? Basic Steps 1 Locate empirical studies addressing a common issue 2 Compute average effect size or correlation 3 Assess variability across studies and, where necessary, look for moderating conditions Note. Meta-analysis provides a better estimate of the 'true' effect size. In addition to increased sample size, it can also correct for other statistical artifacts (see Judge et al. 2004 for an example).
What are distal and proximal according to Zaccaro?
Distal = things have which will probably lead to partaking activities that will lead to partic proximal attributes (eg cognitive abilities) Proximal = things you learn (Eg problem solving skills)
What are the origins of the new genre of leadership? What are 5 examples of these theories? What are the commonalities between these?
Distinction between 'true' and 'pseudo' charismatic/transformational leadership New emphasis on role of 'followers' 2008 financial crisis Positive psychology movement Authentic Leadership (e.g., Gardner et al., 2011) Ethical Leadership (e.g., Brown & Treviño, 2006) Servant Leadership (e.g., Liden et al., 2008) Character-based Leadership (e.g., Wright & Quick, 2011) Spiritual Leadership (e.g., Fry et al., 2011) Emphasis on ethics and morality Focus on 'follower motivation'
What are the 9 dimensions of servant leadership? (EH CV CS E HG SF BE R S)
Emotional healing* Creating value for the community* Conceptual skills* Empowering* Helping subordinates grow and succeed* Putting subordinates first* Behaving ethically* Relationships Servanthood There is some evidence that Servant Leadership contributes beyond TFL and LMX to the prediction of outcomes such as performance, citizenship, and commitment
What is the Modern Trait Approach?
Even though by end of 40's move onto behaviorism people still really like the idea of traits - practitioners still believe - now modern trait approach New Developments Better measures of individual differences Better analytic procedures (meta-analysis) Broader set of individual differences Consider mediating mechanisms (as 'why' questions) Consider situational contingencies (ask 'when' questions) Consider traits in combination
What are 4 implications from the DeRue et al Paper with regards to practice?
Evidence for stronger relations with behaviour than traits suggests the potential efficacy of training Traits (selection) and behavior (training) should be tailored to desired outcomes 'Lack of leadership' is an important predictor and suggests that 'active leadership' should be emphasized
How did House's Path-goal theory change in 1996?
Expanded list of Leader Behaviors Path-goal clarifying behaviors Achievement-oriented leader behaviors Work facilitation Supportive leader behaviors Interaction facilitation Group-oriented decision processes Representation and networking Value-based leader behavior Accompanied by 26 propositions regarding contingencies New theories then emerged and didn't get much past this In addition to 26 propositions came up with meta-proposition Means - leaders need to do what it takes to motivate people Meta-proposition "... leaders, to be effective, engage in behaviors that complement subordinate's environments and abilities in a manner that compensates for the deficiencies and is instrumental to subordinate satisfaction and individual work unit performance."
What are the 4 contingency theories discussed in class?
Fiedler's Contingency Model - was first - but lot of problems - first to discover that may depend on situation Found systematic pattern in studies that pos correlations emerge some situatin and neg either Major problem is that measurement was odd and unable to say what measure was smeasuring Hersey & Blanchard's Situational Leadership Theory - more consultants that academics - theory developed more for organizations that studies House's Path-goal Theory Vroom's Normative Decision-making Model
What is Vroom's Normative Decision-making model? What is the focal issue and the major question? What are the two types of managers?
Focal Issue How should managers make decisions that affect their followers? Question: Is it generally better for managers to be "autocratic" or "participative" in decision making? Ask - what is it that managers and and how can make better at that Build model of effective decision model - what do you need to do be effective decision maker in leadership role Autocratic - you need to be perceived as strong - you need to make the decisions Participative - you should ask others Lot of debate on which is best
What is the Managers with Impact video?
Focus: Matt Diggs, President of Copeland Corporation Mangers with impact analyze situation, define operating task vary managerial style 1/ century treat workers like robots - use scientific management to proceduew as simple as possible to increase productivitvy - people became easily replaceale Managers make sure everything runs smoothly, use position power Leaders help lead organization through change Consistent should be values and goals, more likely to use expert power, look things like motivation and Inconsistent should be style
What do Hannah et al and Mumford and Fried argue about new genre theories?
Hannah, Sumanth, Lester & Cavarretta (2014) Argue in support Mumford & Fried (2014) Argue against "Ideological Models"
What are the three hypothesese of transformational leadership discussed in lecture?
Hierarchy of effectiveness Universality Augmentation effect
What was found in the Judge and Piccolo paper on outcomes?
Hierarchy of effectiveness Order is transformational, transactional - contingent reqard, active, passive, laissez faire Was supported - transformational best, laissez-faire worst Contigent reward was surprisingly close to transformational - wasn't expected to be that close - transformational more rubust across situations
What was the major problem with House's path-goal model and how did vroom try to solve this?
House model isn't prescriptive - it doesn't provide the tools to know what should do Vroom's goal = come up with prescriptive model
What are the two methodological issues of the DeRue article?
How does one test for 'unique' contribution? Example: Do behaviours add to the 'prediction' of leader effectiveness beyond traits? How can we investigate the 'mediational processes' involved in explaining leader effectiveness? Example: Do traits exert their influence through behaviours?
What are the two ways true and pseudo transformational leaders differ according to lecture?
In what ways might 'true' and 'pseudo' transformational leaders differ One possibility = patterns of behaviour Idealized influence Inspirational motivation Intellectual stimulation Individualized consideration Pseudo-transformational leaders may be charismatic and promote an appealing vision, but are unlikely to tolerate challenges to their ideas or show concern for others Another possibility = personality
What were the 6 core traits put forth by Kirkpatrick and Locke (D LM H SC CA K)? What did they research? What were the 3 major caveats of this?
Instead asking what traits lead good leadership asked are certain traits differentiate effective to noneffective leaders in major corporations? - identified 6 core traits found that successful corporate executives tended to have the following CORE TRAITS Drive (achievement, ambition, energy, tenacity, initiative) Leadership motivation Honesty and integrity Self-confidence (and emotional stability) High cognitive ability Knowledge of business Effectiveness requires a combination of core traits - no single trait is sufficient Traits served only as a "precondition" for good leadership - it is what leaders do that counts Some traits might be situation specific (e.g., knowledge of business is important for business leaders)
What is transformational leadership and what are the 4 components? Izzy is considerably Into movies Izzy stays In constantly
Involves broadening and elevating goals and increasing subordinates' confidence in their ability to go beyond expectations Has four components Idealized influence - (or charisma) Serves as a confident and powerful role model Inspirational motivation - Articulates an appealing vision Intellectual stimulation - Encourages critical thought and creativity Individualized consideration - Knows and has genuine concern for followers
When looking at a meta-analysis what does the k, p1, and p2 stand for?
K = number studies P1 = uncorrected average correlation - P2 = corrected for unreliability
Who completes the LBDQ, LOQ, SBDQ?
LBDQ completed by follower LOQ - completed with leader SBDQ - based on LBDQ - used to measure lower level supervisors
What are the two main criteria used to determine if someone is a leader?
Leader Emergence What does it take to be recognized as a leader Leader Effectiveness What does it take to be an effective leader
According to lecture what are two big ways personality assessment is used in practice?
Leader Selection Personality testing is often used as one instrument within an Assessment Centre to help corroborate information obtained from various exercises (e.g., in-basket; leaderless group) Leader Development Personality testing might be used in individual assessment or 360 degree feedback and used for purposes of increasing 'self-awareness'
Describe House's Path-goal theory?
Leader behav - will be what need to be in orer to be effective Good leaders will be able to do whatever takes - can be supportive when need to etc Decision what to be driven evaluation ofin this environ, with these people what do I need to do - eg person high locus control, simple task can give less support, turn them loose According to house - if ask people to do something will they think they can and see how it's good for them? Motivate diff if think they can currently do what am asking and see the value for them in fdoing - if don't think so need to make it clear how will help and that can show them etc
What are Contingency theories and when did they become a thing? What are the 3 major questions in these theoriesÉ
Leader can vary in terms of style and style will relate to hwo effective are but it will depend on situation There are no universals Many contingency theorys all have answer three questions: What are options for leaders (What are the different styles of leadership?) What factors need to take into consideration with regards style (What are the relevant situational factors?) How do they interact? (How do styles and situations combine to influence effectiveness?) 1st two questions key - have answer these before determine how go together 1980s-2000
What are the 4 leadership styles in House's path-goal theory? What are the situational factors and assumptions of this theory?
Leadership Style 1 Supportive 2 Participative 3 Directive 4 Achievement-oriented Situational Factors Subordinate characteristics (e.g., locus of control, need for achievement, task-related abilities) Environmental factors (e.g., tasks, authority system, work group) Assumptions Leader's job is to do what it takes to motivate employees to achieve organizational goals Leader's can and should be flexible in their styles Distinction directive (eg give directives how achieve goal) and achievement oriented (Eg focus goal as challenge) and supportive and participative Challenge - how to come up with categories of situation - situations vary so radically Tried to identified exemplars - two important factors who are the followers and what environ effects followers Eg locus of control - are looking for directive or self directing, feel like have control etc Eg some tasks can show what to do and then leave to it, others need to be there to show and demonstrate constantly While not as well supported as would like - good bc house one of first to ask "why" - why are there differences Made underlying assumption role leader influence to get job done Why believe certain approach more effective another in situation - whether behav is motivating or not
What concerns about application were identified by Mumford and Fried?
Little evidence for the effectiveness of ethics training (e.g., in business schools) Development implications focus too much on follower concerns & neglect other aspects of leadership
What were the key findings of the Hoffman et al paper? What were the top 7 traits ( AM E D H SE C C) and 6 states(IS OC WC MS PS DM)? What were the moderator effects?
Main 'effects" Relations with individual differences were weak to moderate Trait- and state-like IDs did not differ much trait Achievement motivation Energy Dominance - feeling comfortable in positions of influence Honesty/integrity Self-confidence Creativity Charisma state like Interpersonal skills Oral communication Written communication Management skill Problem-solving skills Decision-making Moderator Effects Leader level More variance explained for lower vs. upper Factors beyond upper leaders' control Range restriction Predictor Measurement Performance > paper/pencil > projective Criterion Measurement Ratings > objective measures Government/military vs business (varied w ID) Things keep in mind - ranges are diff at higher and lower levels Eg range of IQ at high level anagement much smaller than low level When see correlation and making comparison between two need to kep in mind
What is the main take away of the Zaccaro paper as discussed in class?
Main takeaway - compared early trait approach - more complex way of thinking
What are the 5 differences between managers and leaderships according to lecture?
Manager - coping with complexity leader - coping with change M - regulatory l - inspirational M - set upbectives, regulate behaviours, serve resource, provide support L - creates vision, instill values, foster belief in attainment M - position (reward, coercive, legitimate) L - Personal (referent (positive quality have that makes people want to be like them), expert(expertise in area)) M - performance. Morale L - performance/morale/innovation/development
What are mediating variables?
Mediating variables explain why two variables are related Specify causal mechanisms (Ask why?)
What are the 3 main cautionary notes about the Hoffman et al paper discussed in class?
Meta-analytic findings are limited by the availability and quality of primary studies Findings look at IDs in isolation and relations are modest Correlation does not imply causality
What is a moderating variable?
Moderating variables affect the relationship between two other variables Specify boundary conditions (Ask when?)
What is the most common approach to test leadership in the early trait approach?
Most common approach to test - use measure to test personality of leaders and compare to effectiveness (eg is group moral high, etc) most research is correlated
What is the Dark Triad? NPM
Narcissism - Vain or egotistical admiration of one's own attributes Psychopathy - Persistent antisocial behaviour, impaired empathy, disinhibition Machiavellianism - Deceptive interpersonal style, disregard for morality, focus on personal gain - 3 personality traits make dysfunctional
What is incremental validity?
Need to be able to explain why some leaders effective, some not - how explain variability? Try identify things will help explain or predict variability Telling some relation between var in predictor and trait - some extent predict variability by trait Can't explain all so try and come up woth more - come up with P2 - is also explaining some variability Need ask is p2 adding anything new? P1 and p2 are correlated so is a little redundancy If going to add p2 need be able demonstrate adding something over and above p1 Is something unique being added each - is incrememntal validity Statistically use regression analysis to determine this Traits have effects by mediating how people behave Predictor (trait) influence mediator (behav) influence effect C means that predictor independent of mediator has effect on criterion
What were the objectives and strategy of the Ohio State studies? What did they find?
Objective: Identify leader behaviours that differentiate effective from ineffective leaders Strategy: Started with hundreds of specific behaviours Reduced these to two broad dimensions Initiating structure Consideration Developed measures of these dimensions for research purposes Leader Opinion Questionnaire (LOQ) Leader Behavior Description Questionnaire (LBDQ)
What were the 3 main objectives of the Hoffman et al paper? What was the importance of this paper?
Objectives 1 Examine a wider range of individual differences (25) believed to be related to effective leadership 2 Include both stable trait-like IDs (e.g., personality & intelligence) and state-like IDs (e.g., knowledge and skills 3 Search for 'moderating effects' Importance look at traits as potential things to look for in selection or if individual malleable difference can train Traits -> selection? States -> training?
What are the three major research projects in the 50s and 60s? What was each looking at?
Ohio State Studies (Stogdill, Fleishman, Harris & others) Initiating structure; consideration Michigan Studies (Likert, Katz, Kahn, & others) Task-oriented and person-oriented leadership Iowa Studies (Lewin & others) Autocratic, democratic, and laissez-faire leadership
What are the big 5 personality characteristics? Describe each
Openness to experience - Curious, intelligent, imaginative, independent Conscientousness - Responsible, prudent, self-control, persistent, planful, achievement-oriented Extraversion- Sociable, assertive, talkative, ambitious, energetic Agreeableness - Good natured, cooperative, trusting, likeable, friendly Neuroticism - Insecure, tense, anxious, high emotionality
In a meta-analysis what are do the P and the R stand for?
P = corrected correlation - use stats to remove error - if testing exactly what think you are what the correlation would be R - actual correlation
What is the behavioural approach? When did it start and what did it stem from?
Popular in the 1950's and 60's following problems with the trait approach Assumption: It is what leaders do that is important Implication: Train leaders to behave in the ways that are most effective. Stogdill - 1948 Conclusion from this - if not who you are must be what you do Now need disocver what behav need to do and then can train them how to be good leaders
What were the 3 main purposes of the Judge et al Meta Analysis?
Re-evaluate the predictive validity of Consideration & Initiating Structure Estimate the correlation between Consideration and Initiating Structure Assess the impact of measurement on the validity and scale intercorrelations
What were the results of the Judge and Piccolo paper on the universality of transformational leadership?
Research supports transformational is universal - works all the time Could potentially moderate the disrection relationship transofmrational leaders and outcome Type organization, level leadership, culture, crisis (need for change - hasn't been much research on this bc hard to find company that is in crisis and will let you study it), gender, size of team Pretty much know it is effective - niw interesting to know when it's most/east effective Is possible to be both - could be universal in principles and contingent in behaviour
Who was it that moved researchers away from the early trait approach? How did this come about?
Stogdill (1948) concluded that there is no strong evidence for a universal set of traits associated with leader emergence or effectiveness Stogdill - went over past research - wasn't meta analyses like there is today - but basically did meta analysis End of early trait approach - people kind of stopped looking Still appealing but not as supported Understanding of personality prior 1948 not as sophisticated as is today
What are the 5 points of Charismatic Leadership according to lecture?
Strategic vision & articulation Sensitivity to the environment Personal risk Unconventional behavior Sensitivity to member needs
Who sees more relation between initiating structure and consideration, leaders or followers?
Tendency for followers to see IS and C going together, leaders don't see this Followers may see as high on both because of halo effect - if like leader think of them on high on these factors because those are things good leaders should do
What scale is used to measure transformational leadership?
The Multifactor Leadership Questionnaire (MLQ)
What were the research findings on Vroom's Normative Decision-making Model? What are the 3 types of studies that have been conducted?
Theory is difficult to test because of its complexity Three kinds of studies have been conducted Descriptive studies Managers often, but not always follow rules - ask managers think situation had experienced - describe how made decision or give scenario and have go through process to see how would come to solution Trying to find out if managers already do what model says to do no need for model Or if managers do completely different need to evaluate if the model is right In general found middle - lloked like on right track but could do things better Normative studies Rule were more likely to be followed when outcome was satisfactory - - ask managers think situation made defision very proud of and worked and think another that didn't go well Tell about situation and how approached Looked what did in each case Did follow or violate model Some exceptions but in general when describe one successful more likely to have followed rules of model Experimental studies Outcomes tended to be more positive when rules were followed - Exper studies - create situations in experiemnts - get groups together, assign leader, give task Have someone rate style and effectiveness of outcome Fewer studies like this - more difficult Leaders follow rules tend better outcome overall When started this limited tech - had actual card carry around to help make decisions before becomes automatic - now computer programs allow for more than just yes no answers
What are 4 implications from the DeRue et al Paper with regards to theory?
There has been a 'proliferation' of constructs The introduction of any 'new' constructs requires evidence of incremental prediction Some criteria have yet to receive sufficient attention (e.g., effective change) More attention should be paid to other mechanisms (e.g., attribution, identification, motivation processes)
What are the main conclusions of the Hoffman et al paper?
Trait-like findings Provide some evidence that leaders might be 'born': therefore selection is important State-like findings Provide some evidence that leaders can be 'made': therefore training is important Does seem to be relation to trait like finding - may be char that are born with that are stable that predispose to be good leaders Also seems be state-like that can train
Describe the DeRue et al paper
Traits and behavior have been considered in isolation Too little attention has been paid to 'process' Too little attention has been paid to identifying relevant (matching) criteria Objectives Develop and integrative model Test the model using meta-analytic data* Only parts of the model could be tested due to availability of data Wanted to try and look at combination of traits and behav and how do they translate into different processes Also say need more attention match trait or behave to relevant outcome - Wanted develop intergrative model and test using meta-analytic data Orgaized in terms traits and behav as related to task, relationships and change Tried capture all ways people looked individ diff Argue traits can only have influence on outcome (aka effectiveness) through behaviours - note didn't really study behaviours at all Indidiv diff influence behave that have effect on outcome Level of analysis just says how you can analyze this - most what talked about so far has been on indidividual levels
Which predicts the most variance in leadership according to Judge and Piccolo?
Transactional still significant - much smaller - transformational predicted the most unique variance Doesn't support first view of augmentation hypothesis - does support augmentation hypothesis overall Shows transofrational, transactional, laissez faire all important - all predict unique variance - transformational most
What is personality and how can it be measured? Does personality change over time?
a predisposition to behave in a particular way across situations (Levy, 2006, p. 156) Measurement typically involves self-report inventories to assign values to various "traits" Tend to think people have fairly stable personality
How do the big 5 relate to leadership?
all related to leadership all be agreeableness effect if you're seen as a leader (neurotosicsm negatively) agreeableness doesn't effect if you're good at it
Describe the chart from authentic leader to follower development?
authentic leaderships and what 2 key dimensions are and how interaction (awareness allows to regulate) how get to authentic followership and what the outcomes are Underlying assumption - of followers thrive organization will do well
Which was found to be one of the highest traits related to leader effectiveness in the Hoffman et al paper?
charisma
What is servant leadership?
focuses on developing employees to their fullest potential in the areas of task effectiveness, community stewardship, self-motivation, and future leadership capabilities
What did Judge and Piccolo find about Laissez faire leadership
it strongly predicts negative outcomes
According to lecture, what are the other 6 lower order personality traits related to leadership? LC SE S D A D
locus of control, self-esteem, sociability, dominance, achievement, dependability
What are the 4 categories according to Yukl? Why does he argue this?
makes case expanding beyond 2 categories (Initiating structure and consideration) Might not have been case in 60's - today things change rapidly and important role today is to help people deal with change, take advantage change, etc Task-oriented (clarifying, planning, monitoring operations, problem solving) relations-oriented (supporting, developing, recognizing, empowering) change-oriented (advocating change, envisioning change, encouraging innovation, facilitating collective learning) external (networking, external monitoring, representing)
What did Bass contribute to transformational leadership?
modified from Burns (1978) part of Bass & Avolio's Full-Range Model distinguishes transformational from transactional leadership
