Leadership Final

Women: Overview

-Women and Leadership -Perspective -The Glass Ceiling Turned Labyrinth -Evidence of the Leadership Labyrinth -Understanding the Labyrinth -Gender Differences in Leadership Styles and Effectiveness -Navigating the Labyrinth

Transformational leadership: Women

-Women's styles tend to be more transforma-tional than men's -Even as transformational leaders, they are valued less than men -Women engage in more contingent behavior than men

Principled Leadership

influences team effectiveness through four sets of processes -Cognitive - Facilitates team's understanding of problems confronting them -Motivational - Helps team become cohesive & capable by setting high performance standards & helping team to achieve them -Affective - Assists team in handling stressful circumstances by providing clear goals, assignments, & strategies -Integrative - Helps coordinate team's activities through matching member roles, clear performance strategies, feedback, & adapting to environmental changes

Prejudice

*gender bias stemming from stereotyped expectations - "women take care and men take charge" Stereotypes = cognitive shortcuts that influence the way people process information regarding groups and group members. Gender stereotypes include beliefs about the attributes of men and women and prescribe how men and women ought to be.

The Glass Ceiling Turned Labyrinth: Women in Politics

-99 of the 535 seats in the US Congress = 18.5% -20%: Senate; 18.2%: House of Representatives -Women of color occupy just 30 seats -World average of women's representation in national legislatures or parliaments is 21.9%. The United States is ranked 84th out of 189 countries -High-ranking US women military officers = 6.9%

Psychodynamic - Strengths

-Addresses undercurrents of organizational life -Develops personal insight on the part of the leader -Involves an in-depth and systemic investigation of a single person, group, event, or community -Focuses on the underlying drivers of leaders and followers

How Does the Psychodynamic Approach Work?

-An effective organization needs to understand the complexity of why leaders act the way they do -People differ in their motivational patterns -Leaders and followers are not one-dimensional but complex and paradoxical -The essence of leadership is the ability to use motivational patterns to influence others -Leadership also has a dark side, and success can come from unexpected places; it is not entirely rational -Challenge is to relate psychodynamic theory to other organizational theories -Focusing solely on unconscious motivations of individuals and groups limits application to larger systems -Focusing solely on large systems may overlook sources of motivation and energy of individuals who make up the system

History - Mitscherlich

-Applied psychoanalytic principles to post-WWII society -Society without the Father, The Inability to Mourn - shaped Germany's analyses of the causes of their war -Opened field of social psychology to a broader audience -How fantasies, projections, identifications, suppression, repression, and idealization play out in groups

Transformational Leadership Strengths

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

Ethical Leadership: Application

-Can be applied to individuals at all levels of organization and in all walks of life -Because leadership has a moral dimension, being a leader demands awareness on our part of the way our ethics define our leadership -Managers and leaders can use information on ethics to understand themselves and strengthen their own leadership -Leaders can use ethical principles as benchmarks for their own behavior -Leaders can learn that leader-follower relationship is central to ethical leadership

Gender Differences in Leadership Styles and Effectiveness

-Contrary to stereotypical expectations, women leaders aren't less task oriented or more interpersonal than men leaders. -Women do lead in a more participative manner than men. -Adaptive style because women are devalued when they lead in a masculine manner, occupy a typically masculine role, or when evaluators are male

Factors contributing to leadership effectiveness & rise of female leaders

-Culture of many organizations is changing -Gendered work assumptions are being challenged -Organizations valuing flexible workers & diversity of top managers & leaders -Developing effective & supportive mentoring relationships -Increasing parity in domestic responsibilities -Negotiating for valued positions and resources -Women's foray into entrepreneurship -Improving perceptions of women's leadership by combining communal and agentic qualities -Adopting transformational leadership style -Becoming more assertive without losing their femininity

The Glass Ceiling Turned Labyrinth: Women

-Currently outnumber men in higher education - 57% of bachelor's degrees, 60% of master's degrees, more than 50% of doctorates, nearly half of professional degrees -Make up nearly half of the US labor force - 46.8% -Still are underrepresented in upper echelons of America's corporations & political system -Occupy more than half of all management and professional positions and a quarter of all CEO positions -Hold only 14.4% of highest titles in the Fortune 500 -Represent only 4% of Fortune 500 CEOs -Hold only 16.9% of Fortune 500 board seats

Centrality of Ethics to Leadership

-Influence dimension of leadership requires the leader to have an impact on the lives of followers -Power and control differences create enormous ethical responsibility for leaders -Respect for persons - sensitive to followers' own interests and needs -Leaders help to establish and reinforce organizational values - an ethical climate

Psychodynamic History - Zaleznik

-Influenced group of scholars interested in combining organizational studies with psychoanalysis (e.g., Kets de Vries, Kakar, Laurin, and others) -Argued that business focused too much on process and structure and not enough on ideas and emotion -Leaders should relate to followers in more empathetic and intuitive ways. -Seminal study - The Neurotic Organization (Kets de Vries & Miller) proposed that neuroses of a top leader can be recreated throughout the organization

Ethics

-Is a derivative of the Greek word ethos, meaning customs, conduct, or character -Is concerned with the kinds of values and morals an individual or society ascribes as desirable or appropriate -Focuses on the virtuousness of individuals and their motives

Overview: Ethics

-Leadership Ethics Perspective -Practical Ethical Theory -Ethical Theories -Principles of Ethical Leadership -Diverse Ethical Perspectives -How Does the Leadership Ethical Perspective Work?

Psychodynamic - Criticisms

-Much of early work based on clinical observation of people with mental illness. -Does not lend itself to training in the conventional sense. No standard solution for every individual. -Situates the intervention at the individual level; more structural and systemic organizational issues remain in the background.

Psychodynamic History - Freud

-Neurotic symptoms manifest a person's inner drivers Acting-out behaviors help us understand the unconscious Repetition of certain dysfunctional patterns suggests motivational undercurrents that affect decision making Didn't apply his ideas to the working world

Psychodynamic - Application

-Peer group coaching: Participants work together to uncover blind spots, challenge one another, identify behavior for change, and experiment with new behavior in their workplace. -Tipping points for change: When participants make a connection between their current choices in life, see discrepancies in their lives, and work to realign those. -Group Coaching

Psychodynamic History - Hirschhorn

-Used the term "applied clinical practice" to describe organizational consulting interventions that included diagnostic methods and actions based on clinical psychology -The Workplace Within: Psychodynamics of organizational Life (1988) - understanding the irrational and emotional character of organizations -Proposed working with real clients on practical outcomes by addressing the hidden and unconscious mechanisms underlying patterns of organizational behavior

Key Concepts - Psychodynamic

1) Focus on the inner theater 2) Focus on leader-follower relationships 3) Focus on the Shadow Side of Leadership

Charisma

A special personality characteristic that gives a person superhuman or exceptional powers and is reserved for a few, is of divine origin, and results in the person being treated as a leader (Weber, 1947)

How Does Authentic Leadership Theory Work?

AL is a complex, developmental process The practical approaches are prescriptive: -George (2003) - Five characteristics leaders need to be authentic Theoretical approach describes what accounts for AL: -Four attributes -Attributes developed over lifetime, often through critical events

Psychodynamic History - London Tavistock Institute

Among the first to apply psychoanalytic concepts to organizational life Studied the unconscious functioning of the group as a whole rather than as aggregate of individuals Hidden dynamics within organizations influence leadership through socio-technical systems, industrial democracy, defense systems against anxiety, social dreaming, and organizational roles 17 year study of Glacier Metal in Scotland

Authentic Leadership Description

Authentic Leadership - focuses on whether leadership is genuine Interest in Authentic Leadership -Increasing in recent times due to social upheavals -People longing for trustworthy leaders -Identified earlier in transformational leadership research but not studied separately -Needed evidence-based research of construct

Practical Approaches to Authentic Leadership

Bill George (2003, 2007) -Leader characteristic model -Leaders have genuine desire to serve others -Five characteristics of authentic leaders --Understand their purpose --Strong values --Trusting relationships --Self-discipline --Act from the heart (mission)

Team Effectiveness

Clear, Elevating Goal -Clear so that one can tell whether performance objective has been met -Motivating or involving so that members believe it is worthwhile and important Results-Driven Structure -Need to find the best structure to achieve goals --Clear team member roles --Good communication system --Methods to assess individual performance --An emphasis on fact-based judgments Core Competencies -Ability to do the job well -Problem-solving ability Competent Team Members -Components --Right number and mix of members --Members must be provided ---Sufficient information ---Education and training --Requisite technical skills --Interpersonal & teamwork skills -Team Factors --Openness --Supportiveness --Action orientation --Positive personal style Unified Commitment -Teams need a carefully designed and developed sense of unity or identification (team spirit) Collaborative Climate -Trust based on openness, honesty, consistency, and respect -Integration of individual actions -Teams contribute to collective success

Transactional Leadership Factors

Contingent Reward The exchange process between leaders and followers in which effort by followers is exchanged for specified rewards Management-by-Exception Leadership that involves corrective criticism, negative feedback, and negative reinforcement -Active - Watches follower closely to identify mistakes/rule violations -Passive - Intervenes only after standards have not been met or problems have arisen

The Toxic Triangle

Destructive Leaders: Charismatic, narcissistic, self-absorbed Susceptible Followers: Conformers and Colluders Conductive Environments: Unstable environments may grant leader more authority

Personality Characteristics of a Charismatic Leader

Dominant Desire to influence Self-confident Strong moral values

Diverse Perspectives of Leadership: Heifetz's Perspective

Emphasizes how leaders help followers to confront conflicting values & to effect change from conflict -Ethical perspective that speaks directly to --Values of workers --Values of organizations and the communities in which they work Leaders use authority to mobilize followers to -Get people focused on issues -Act as a reality test regarding information -Manage and frame issues -Orchestrate conflicting perspectives -Facilitate the decision-making process Leaders use authority to mobilize followers to -Get people focused on issues -Act as a reality test regarding information -Manage and frame issues -Orchestrate conflicting perspectives -Facilitate the decision-making process Leader provides a holding environment, a supportive context in which there is -Trust, nurturance, & empathy Leader's duties -Assist the follower in struggling with change and personal growth

Leadership Ethics Description

Ethical Theory: -Provides a system of rules or principles as a guide in making decisions about what is right/wrong and good/bad in a specific situation -Provides a basis for understanding what it means to be a morally decent human being

Ethical Theory: Conduct

Ethical egoism (create greatest good for the leader) -Closely related to transactional leadership theories -Example: leader takes a political stand on an issue for no other reason than to get re-elected Utilitarianism (create greatest good for greatest number) -Example: leader distributes scarce resources so as to maximize benefit to everyone, while hurting the fewest; preventive health care vs. catastrophic illnesses Altruism (show concern for best interests of others) -Authentic transformational leadership is based on altruistic principles -Example: the work of Mother Teresa, who gave her entire life to help the poor Deontological Theories -duty driven, for example, relates not only to consequences but also to whether action itself is good -Focus on the actions of the leader and his/her moral obligation and responsibilities to do the right thing -Example: telling the truth, keeping promises, being fair

Transformational Leadership (Bass, 1985)

Expanded and refined version of work done by Burns and House. It included -More attention to followers' rather than leader's needs -Suggested TL could apply to outcomes that were not positive -Described transactional and transformational leadership as a continuum Extended House's work by -Giving more attention to emotional elements & origins of charisma -Suggested charisma is a necessary but not sufficient condition for TL

Basic Model of Authentic Leadership

FOUR COMPONENTS -Self-awareness Reflecting on one's core values, identity, emotions, motives Being aware of and trusting one's own feelings -Internalized moral perspective Self-regulatory process using internal moral standards to guide behavior -Balanced processing Ability to analyze information objectively and explore other people's opinions before making a decision -Relational transparency Being open and honest in presenting one's true self to others

Transformational Leadership Factors: Transformational Leadership

Factor 1: Idealized influence Charisma Factor 2: Inspirational Motivation Factor 3: Intellectual stimulation Factor 4: Individualized Consideration

Transformational Leadership Factors: Transactional Leadership

Factor 5: Contingent reward Constructive transactions Factor 6: Management-by-exeption Active and passive Corrective transactions

Transformational Leadership Factors: Laissez-Faire Leadership

Factor 7: Laissez-faire Nontransactional

Team Leadership: STRENGTHS

Focus on real-life organizational group work; model is useful for teaching Provides a cognitive guide that assists leaders in designing and maintaining effective teams Recognizes the changing role of leaders and followers in organizations Can be used as a tool in group leader selection

TRANSACTIONAL Burns (1978)

Focuses on the exchanges that occur between leaders and their followers Examples: No new taxes = votes. Turn in assignments = grade. Surpass goals = promotion. The exchange dimension is so common that you can observe it at all walks of life.

PSEUDO-TRANSFORMATIONAL Burns (1978)

Focuses on the leader's own interests rather than the interests of his or her followers Leaders who are: transforming but in a negative way self-consumed, exploitive; power-oriented, with warped moral values Includes leaders like: Adolph Hitler Saddam Hussein

Bennis & Nanus (1985)

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

The Clinical Paradigm

Four basic premises: 1. There is a rationale behind every human act 2. A great deal of mental life lies outside of conscious awareness 3. Most central part of a person is the way he or she regulates and expresses emotions 4. We are all products of our past experiences

Authentic Leadership Theory Strengths

Fulfills society's expressed need for trustworthy leadership. Fills a void in an uncertain world. Provides broad guidelines for those who want to become authentic leaders. Both practical and theoretical approaches provide a map. Like transformational and servant leadership, AL has an explicit moral dimension. Unlike traits that only some people exhibit, everyone can learn to be more authentic. Can be measured using an established instrument (ALQ).

Gender and Leadership Approach Description: Historical View

Gender and Leadership -Researchers ignored issues related to gender & leadership until the 1970s -Scholars started by asking "Can women lead?" -Changed by women in leadership --Presence of women in corporate & political leadership --Highly effective female leaders - PepsiCo's CEO, Avon's CEO, GM's CEO Current research primary questions -Do men and women lead differently? -Are men more effective leaders than women? -Why are women underrepresented in elite leadership roles?

Outcomes of Effective Teams

Greater productivity More effective use of resources Better decisions and problem solving Better-quality products and services Greater innovation and creativity (Parker, 1990)

Team Leadership

Group of organizational members who are interdependent, share common goals, and coordinate activities to accomplish those goals Can meet face-to-face or be virtual "Team-based and technology enabled" = newer organizational structures

Leadership Labyrinth

Human Capital Gender Differences Prejudice

Nonleadership Factor

Laissez-Faire The Absence of Leadership -A hands-off, let-things-ride approach -Refers to a leader who --abdicates responsibility --delays decisions --gives no feedback, and --makes little effort to help followers satisfy their needs

Transformational Leadership: The 4 Is

Idealized Influence -Acting as strong role models -High standards of moral and ethical conduct -Making others want to follow the leader's vision Inspirational Motivation -Communicating high expectations -Inspiring followers to commitment and engagement in shared vision -Using symbols & emotional appeals to focus group members to achieve more than self-interest Intellectual Stimulation -Stimulating followers to be creative and innovative -Challenging their own beliefs and valuing those of leader and organization -Supporting followers to -Try new approaches -Develop innovative ways of dealing with organization issues Individualized Consideration -Listening carefully to the needs of followers -Acting as coaches to assist followers in becoming fully actualized -Helping followers grow through personal challenges -Ex. Showing optimism helps employees become more engaged in their work (Tims et al., 2011)

Promotion Leadership Effectiveness

Impersonal Level (decreasing gender stereotypes) -> Organizing Level (diversifying leadership & equity in paternity/maternity leave)-> Societal Level (gender equity in domestic responsibilities) -> Individual Level (promoting effective negotiations & use of effective leadership styles)

Authentic Leadership Defined

Interpersonal Definition: -Leadership is created by leaders and followers together (Eagly, 2005) -It is a reciprocal process because leaders affect followers and followers affect leaders -Leadership based on self-concept and how self-concept relates to actions (Shamir & Eilam, 2005) -Relies on the life story of the leader Developmental Definition: -Leadership can be nurtured and developed over a lifetime (Avolio & Gardner, 2005) -Can be triggered by major life events -Leader behavior is grounded in positive psychological qualities and strong ethics Four authentic leadership components: -Self-awareness -Internalized moral perspective -Balanced processing -Relational transparency Three Authentic Leadership Characteristics: -ALs exhibit genuine leadership -ALs lead from conviction -ALs are originals, not copies

Practical Ethical Theory

Kohlberg's Stages of Moral Development Level 1: Pre-conventional morality -Stage 1 - Obedience and Punishment: Rules are fixed and handed down by authority -Stage 2 - Individualism and Exchange: An action is right if it serves the individual Level 2: Conventional Morality -Stage 3 - Interpersonal Accord and Conformity: Conforming to the expectations of others -Stage 4 - Maintaining the Social Order: Moral decisions show concern for society as a whole Level 3: Post-conventional Morality -Stage 5 - Social Contract and Individual Rights: Moral decisions based on what a good society should be like -Stage 6 - Universal Principles: Moral decisions based on internalized universal principles of justice that apply to everyone

Ethical Leadership: Criticisms

Lacks a strong body of traditional research findings to substantiate the theoretical foundations Relies heavily on writings of just a few individuals that are primarily descriptive and anecdotal in nature, and are strongly influenced by personal opinion and a particular worldview

Transformational Leadership Criticisms

Lacks conceptual clarity -Dimensions are not clearly delimited -Parameters of TL overlap with similar conceptualizations of leadership Measurement questioned -Validity of MLQ not fully established -Some transformational factors are not unique solely to the transformational model TL treats leadership more as a personality trait or predisposition than a behavior that can be taught No causal link shown between transformational leaders and changes in followers or organizations TL is elitist and antidemocratic Suffers from heroic leadership bias Has the potential to be abused

TRANSFORMATIONAL Burns (1978)

Leader is attentive to the needs and motives of followers and tries to help followers reach their fullest potential. Examples: Mohandas Gandhi raised the hopes and demands of millions of his people and in the process was changed himself Ryan White raised people's awareness about AIDS

Principles of Ethical Leadership

Leader shall respect others Leaders have -A duty to help others pursue their own legitimate interests and goals -To be stewards of the organization's vision; in serving others they: clarify, nurture, and integrate the vision with, not for, organization members -An ethical responsibility to make decisions that are beneficial to their followers' welfare Leaders shall: Adhere to principles of distributive justice Leaders: -Are not deceptive -Tell the truth with a balance of openness and candor while monitoring what is appropriate to disclose in a particular situation

Psychodynamic Description

Leadership involves harnessing the complex forces and dynamics at play in organizations . Constantly shifting and irrational forces underlie seemingly rational behaviors and choices. Approach acknowledges that people are complex, unique and paradoxical beings with rich and myriad motivational

Women and Leadership: Criticisms

Leadership researchers should put a greater emphasis on understanding the role of gender, ethnicity, and sexual orientation in leadership processes Researchers should examine the differences in the impact of gender, ethnicity, and sexual orientation on leadership Research in gender issues and leadership is predominantly in Western contexts and should be expanded into other global regions Research on gender and leadership should be expanded to include closing the gender gap at home

Women and Leadership: Application

Make it easier for women to reach top positions by -Understanding obstacles that make up the labyrinth -Initiating tactics to eradicate inequality Prejudice still a factor and needs to be addressed with awareness Women can manage biased perceptions of their leadership by enacting individualized consideration and inspirational motivation Using effective negotiation techniques can enhance leadership advancement Changes in organizational culture, women's career development, mentoring opportunities, and increased numbers of women in strategic positions will increase presence of women in prominent leadership roles.

Effectiveness of Male and Female Leaders

Men and women equally effective overall Men and women more effective in roles congruent with their gender Women less effective than men when role is masculinized (military), when supervising large numbers of men, or when rated by men Somewhat more effective in education, government, social service; substantially more effective in middle management

Commitment to Employment and Motivation to Lead

Men and women show same level of identification and commitment to paid employment roles Men and women both view roles as workers as secondary to partner and parent roles Women less likely to promote themselves for leadership positions Women less likely to emerge as group leaders; more likely to serve as social facilitators Men more likely to ask for what they want; Women less likely to negotiate or self-promote and receive more backlash when they do

Psychodynamic History - Menninger Clinic (Menninger and Levinson)

Mid-1950s conducted extensive national survey of mental health problems in industries and recommended how to solve them Offered weeklong seminars for executives to help them understand why people act as they do Levinson linked failure of managers to contain anxieties of workers to employee depression and low productivity Levinson developed concept of the "psychological contract"

Kouzes & Pozner (1987, 2002)

Model consists of five fundamental practices -Model the Way -Inspire a Shared Vision -Challenge the Process -Enable Others to Act -Encourage the Heart

Team Leadership: CRITICISMS

Model is incomplete. Additional skills might be needed May not be practical as the model is complex and doesn't provide easy answers for difficult leader decisions Fails to consider teams that have distributed leadership, where team members have a range of skills, and where roles may change More focus required on how to teach and provide skill development in areas of diagnosis and action taking

Team Leadership: MORE INFO

Model provides a cognitive map to identify group needs and offers suggestions on appropriate corrective actions Model assists leader in making sense of the complexity of groups and provides suggested actions to improve group effectiveness

Team Leadership Model

Model provides leader or designated team member with a mental model to help -Diagnose team problems, and -Take appropriate action to correct team problems Effective team performance begins with leader's mental model of the situation Mental model reflects -Components of the problem -Environmental & organizational contingencies

Team Leadership: Description and Perspectives

Organizational culture needs to support employee involvement -Heterarchy: fluid power shifting in teams Team leadership is process oriented -How do teams develop critical capabilities? -How do team leaders adjust to contingencies as they arise? -How do leader actions promote task and interpersonal development? Shared or Distributed Leadership -When members of the team take on leadership behaviors to influence the team and maximize team effectiveness

Transformational Leadership

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

Authentic Leadership Theory Application

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

Theory of Charismatic Leadership

Personality characteristics, behaviors, and effects on followers or charismatic leadership

Gender Stereotypes

Pervasive, well documented, and highly resistant to change Men are stereotyped with agentic characteristics -confidence, assertiveness, independence, rationality, & decisiveness Women are stereotyped with communal characteristics -concern for others, sensitivity, warmth, helpfulness, & nurturance

Human Capital Differences

Pipeline Problem - Women have less education, training, and work experience than men resulting in a dearth of qualified women. Pipeline is not empty but leaking - Explanation that women haven't been in managerial positions long enough for natural career progression to occur; not supported by research. Division of labor - Explanation that women self-select out of leadership tracks by choosing "mommy track" positions that do not funnel into leadership positions; not supported by research

Factors That Influence Authentic Leadership

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

How stereotypes affect women

Pressure of tokenism (Kanter, 1977) and being scrutinized. Women may assimilate to stereotype OR may counter the stereotype. Depends on -Leader's self-efficacy -Explicitness of the stereotype -Type of task -Gender composition of the group -Power of the leader -Whether stereotype threats are combined

Transformational Leadership Description

Process - TL is a process that changes and transforms individuals Influence - TL involves an exceptional form of influence that moves followers to accomplish more than what is usually expected Core elements - TL is concerned with emotions, values, ethics, standards, and long-term goals Encompassing approach - TL describes a wide range of leadership influence where followers and leaders are bound together in the transformation process

Ethical Leadership: Strengths

Provides a body of timely research on ethical issues Provides direction on how to think about ethical leadership and how to practice it Suggests that leadership is not an amoral phenomenon and that ethics should be considered as integral to the broader domain of leadership Highlights principles and virtues that are important in ethical leadership development

Transformational Leadership Application

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

The Dark Side of Leadership

Pseudotransformational leadership Characterized by destructive behaviors, such as violating basic human rights (Lipman-Blumen, 2005) Characterized by personal characteristics, such as lack of integrity, insatiable ambition, arrogance (Lipman-Blumen) Associated with workplace outcomes such as negative attitudes in followers toward jobs and organization as a whole (Schyns and Schilling, 2013)

Johari Window

Public self (Open): Known to self, known to others Private Self (Hidden): Known to self, unknown to others Blind spot: Unknown to self, known to others Unknown self: Unknown to self, unknown to others

Team Effectiveness: External Support and Recognition

Regulated Performance Teams supported by external resources are -Given the material resources needed to do their jobs -Recognized for team accomplishments -Rewarded by tying those rewards to team members' performance, not individual achievement

Team Effectiveness: Standards of Excellence

Regulated Performance -Facilitates task completion and coordinated action -Stimulates a positive pressure for members to perform at highest levels How Accomplished -Requiring results (clear expectations) -Reviewing results (feedback/resolve issues) -Rewarding results (acknowledge superior performance)

Behaviors of a Charismatic Leader

Sets strong role model Shows competence Articulates goals Communicates high expectations Expresses confidence Arouses motives

Transformational Leadership (Bass, 1985): Motivating Leaders

TL motivates followers beyond the expected by raising consciousness about the value and importance of specific and idealized goals transcending self-interest for the good of the team or organization addressing higher-level needs

Types of Leadership Burns (1978)

TRANSFORMATIONAL PSEUDO-TRANSFORMATIONAL TRANSACTIONAL

Teams: Overview

Team Leadership Perspective Team Leadership Model Team Effectiveness Leadership Decisions Leadership Actions How Does the Team Leadership Model Work?

Overview Psychodynamic Approach Perspective

The Clinical Paradigm History of the Psychodynamic Approach Key Concepts and Dynamics within the Psychodynamic Approach How Does the Psychodynamic Approach Work?

Ethics - is central to leadership because of:

The process of influence The need to engage followers to accomplish mutual goals The impact leaders have on establishing the organization's values

Authentic Leadership Theory Criticisms

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

Diverse Perspectives of Leadership: Burn's Perspective

Theory of Transformational Leadership -Strong emphasis on followers' needs, values, & morals -Leaders help followers in their personal struggles concerning conflicting values -Stressing values such as liberty, justice, equality -Connection between leader & follower --Raises level of morality of both Leader's Role -Assist followers in assessing their values & needs -Help followers to rise to a higher level of functioning

Principles of Distributive Justice

These principles are applied in different situations To each person -an equal share or opportunity -according to individual need -according to that person's rights -according to individual effort -according to societal contribution -according to merit or performance

Later Studies on Charismatic Leadership

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

Charismatic Leader's Effects on Followers

Trust in leader's ideology Belief similarly between leader and follower Unquestioning acceptance Affection toward leader Obedience Identification with leader Emotional involvement Heightened goals Increased confidence

Ethical Theories

Two Broad Domains: Theories about leaders' conduct and about leaders' character

Women and Leadership: Strengths

Understanding the research in gender and leadership can help promote more women into upper echelons of leadership Developing a more androgynous style of democratic leadership Research on gender and leadership is productive in both dispelling myths about the gender gap and shining a light on aspects of the gender barrier that are difficult to see and therefore are overlooked Understanding many components of the labyrinth will give us the tools necessary to combat this inequality from many perspectives Research addresses larger, more significant considerations about gender and social systems

Team Leadership: APPLICATION

Useful in leader decision making Can be used as a team diagnostic tool

Ethical Theory: Character

Virtue-based Theories: about leader's character -Focus on who people are as people --Rather than tell people what to do, tell people what to be --Help people become more virtuous through training and development --Virtues are present within person's disposition; practice makes good values habitual ---Examples: courage, honesty, fairness, justice, integrity, humility

Findings on Gender Stereotypes

Women facing cross-pressures to be tough but not too "manly" Greater difficulty for women to be viewed as effective in top leadership roles Penalties for women who violate gender stereotypes (Ex. Price Waterhouse vs. Ann Hopkins; media coverage of 2008 Hillary Clinton presidential run) Decision-makers influenced by homosocial reproduction, a tendency for a group to reproduce itself in its own image (Ex. Male leaders choosing male successors)