HRES1101 - Module 8
What is the difference between socialized power and personalized power?
Socialized Power - they want power to lead others in accomplishing organizational objectives and similar good deeds. Personalized Power - the desire to have power for personal gain or for the thrill one might experience from wielding power over others
What is the difference between task-oriented leadership and people-oriented leadership?
- leaders assign employees to specific tasks, set goals and deadlines, clarify work duties and procedures, define work procedures, and plan work activities; includes behaviours that define and structure work roles. - includes behaviours such as listening to employees for their opinions and ideas, creating a pleasant physical work environment, showing interest in staff, complimenting and recognizing employees for their effort, and showing consideration of employee needs
What is the difference between leader prototypes and the romance or attribution of leadership?
- preconceived beliefs about the features and behaviours of effective leaders. - exists because people in most cultures want to believe that leaders make a difference
Who is the vision created by?
Sometimes this vision is created by the leader; at other times, it is formed by employees or other stakeholders and then adopted and championed by the formal leader.
Influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are members. a) leadership. b) authentic leadership. c) leadership substitutes. d) servant leadership. e) managerial leadership.
authentic leadership
How do leaders use influence?
motivate followers, and arrange the work environment so that they do the job more effectively
Define Team Dynamics
Cohesive teams with performance-oriented norms act as a substitute for most leader interventions
An early contingency leadership model, developed by Fred Fiedler, which suggests that leader effectiveness depends on whether the person's natural leadership style is appropriately matched to the situation. a) implicit leadership theory. b) servant leadership. c) transformational leadership. d) managerial leadership. e) Fiedler's contingency model.
Fiedler's contingency model.
Leadership has two key components.
First, leaders motivate others through persuasion and other influence tactics. They use their communication skills, rewards, and other resources to energize the collective towards the achievement of challenging objectives. Second, leaders are enablers. They arrange the work environment—such as allocating resources, altering work relationships, and buffering from outside interferences—so employees can achieve organizational objectives more easily.
There are two basic reasons why people inflate their perceptions of the leader's influence over the environment:
First, leadership is a useful way for us to simplify life events. Second, there is a strong tendency in Canada and other Western cultures to believe that life events are generated more from people than from uncontrollable natural forces.
Project GLOBE
Global Leadership and Organizational Behaviour Effectiveness; 150 researchers from dozens of countries have worked together to identify the effects of cultural values on leadership. The project organized countries into 10 regional clusters, of which the United States, Great Britain, and similar countries are grouped into the "Anglo" cluster.
Transformational leadership is currently the most popular leadership perspective, but it faces a number of challenges
One problem is that some models engage in circular logic. A second concern is that some transformational leadership theories combine leader behaviours with the leader's personal characteristics of leaders. A third concern is that transformational leadership is usually described as a universal concept, that is, it is good in all situations.
A strategic vision is necessarily abstract for two reasons.
One reason is that it hasn't yet been experienced (at least, not in this company or industry), so it isn't possible to detail what the vision looks like. The other reason is that an abstract description enables the vision to remain stable over time, yet is sufficiently flexible to accommodate operational adjustments in a shifting external environment.
Define Locus of Control
People with an internal locus of control believe that they have control over their work environment (see Chapter 3). Consequently, these employees prefer participative and achievement-oriented leadership styles and may become frustrated with a directive style. In contrast, people with an external locus of control believe that their performance is due more to luck and fate, so they tend to be more satisfied with directive and supportive leadership.
Transformational leaders do make a difference
Subordinates are more satisfied and have higher affective organizational commitment under transformational leaders. They also perform their jobs better, engage in more organizational citizenship behaviours, and make better or more creative decisions.
The view that effective leaders need to be aware of, feel comfortable with, and act consistently with their values, personality, and self-concept. a) implicit leadership theory. b) servant leadership. c) transformational leadership. d) managerial leadership. e) authentic leadership.
authentic leadership
What are three ways leaders communicate?
Words shape how we view the world, so successful transformational leaders carefully choose phrases that "frame" the vision and evoke desired images of the ideal future. Leaders also communicate the vision with sincerity and a level of passion that reflects their personal belief in the vision, and optimism that it can be reached. - In other words, leaders communicate the vision nonverbally as well as verbally. A third way leaders communicate the vision is through symbols, metaphors, stories, and other vehicles that transcend plain language
Transforming a vision into reality requires employee commitment, and transformational leaders build this commitment in several ways
Words, symbols, and stories build a contagious enthusiasm that energizes people to adopt the vision as their own
Define Leadership
a complex concept that is defined in Chapter 12 as the ability to influence, motivate, and enable others to contribute toward the effectiveness and success of the organizations of which they are members.
Define managerial leadership
daily activities that support and guide the performance and well-being of individual employees and the work unit towards current objectives and practices.
A theory stating that people evaluate a leader's effectiveness in terms of how well that person fits preconceived beliefs about the features and behaviours of effective leaders (leadership prototypes), and that people tend to inflate the influence of leaders on organizational events. a) implicit leadership theory. b) servant leadership. c) transformational leadership. d) managerial leadership. e) leadership.
implicit leadership theory
Situational control is affected by three factors in the following order of importance:
leader-member relations, task structure, and position power
A leadership perspective stating that effective leaders help employees improve their performance and well-being in the current situation. a) leadership. b) implicit leadership theory. c) managerial leadership. d) authentic leadership. e) path-goal leadership theory.
managerial leadership
Define Situational Control
the degree of power and influence that the leader possesses in a particular situation
Define Position Power
the extent to which the leader possesses legitimate, reward, and coercive power over subordinates
A leadership perspective that explains how leaders change teams or organizations by creating, communicating, and modelling a shared vision for the team or organization, and inspiring employees to strive for that vision. a) leadership. b) servant leadership. c) transformational leadership. d) transactional leadership. e) authentic leadership.
transformational leadership
Leadership research can be roughly organized into the four perspectives:
transformational, managerial, implicit, and personal attributes.
Another definition of leadership is that it is:
"the ability to motivate a group of people to work toward a common goal". It implies there are followers or those who are influenced to complete tasks or work toward an identified goal.
What are the Main Leadership Attributes?
- Personality. - Self-Concept. - Leader Motivation. - Drive. - Integrity. - Knowledge of the business. - Cognitive and Practice Intelligence. - Emotional Intelligence.
Modelling the vision is important because
1. it legitimizes and demonstrates what the vision looks like in practice. 2. it builds employee trust in the leader. The greater the consistency between the leader's words and actions, the more employees will believe in and be willing to follow the leader.
Define Skill and Experience
A combination of directive and supportive leadership is best for employees who are (or perceive themselves to be) inexperienced and unskilled.
Communicate the Vision
A strategic vision's effectiveness depends on how leaders convey it to followers and other stakeholders
Define Leadership Substitutes
A theory identifying conditions that either limit a leader's ability to influence subordinates or make a particular leadership style unnecessary
A vision needs to energize employees because it is usually a distant goal that is both challenging and abstract
A vision is challenging because it requires substantial transformation, such as new work practices and belief systems.
Leadership experts recognize that leading (transformational leadership) differs from managing (managerial leadership).
Although the distinction between these two perspectives remains somewhat fuzzy, each cluster has a reasonably clear set of activities and a strong research foundation. One distinction between these two perspectives is that managerial leadership assumes the organization's (or department's) objectives are stable and aligned with the external environment. A second distinction is that managerial leadership is more micro-focused and concrete, because it relates to the specific performance and well-being objectives of individual employees and the immediate work unit.
What are the four leadership styles?
Directive, Supportive, Participative, and Achievement-oriented.
Another feature of an effective vision is that it is unifying. It is a superordinate objective that bonds employees together and aligns their personal values with the organization's values.
In fact, a successful vision is really a shared vision, because employees collectively define themselves by this future state as part of their identification with the organization
Although transformational and managerial leadership are discussed as two leadership perspectives, they are better described as interdependent perspectives.
In other words, transformational leadership and managerial leadership depend on each other.
Evaluating Path-Goal Theory
Path-goal theory has received more research support than other managerial leadership models. In fact, one study reported that path-goal theory explained more about effective leadership than did the transformational leadership model. This stronger effect is likely because most managers spend more of their time engaging in managerial rather than transformational leadership. It does have limited research support though
Leaders don't spend all (or even most) of their time transforming the organization or work unit.
They also engage in managerial leadership
Transformational leaders not only talk about a vision; they enact it.
They step outside the executive suite and do things that symbolize the vision. Model the vision through significant events such as visiting customers, moving their offices closer to, or further from employees, and hold ceremonies to symbolize significant change. However, they also enact the vision by ensuring that the more mundane daily activities.
Define Vision
a positive representation of a future state that energizes and unifies employees.
What is the heart of the transformational leadership?
strategic vision
Define Path-Goal Leadership Theory
the dominant model that applies this contingency approach to managerial leadership; recognizes that leadership is an important influence in the expectancy theory of motivation (Chapter 5) and its underlying formula, subjective expected utility (Chapter 7).
Define Participative Leadership
the same as people-oriented leadership; This style provides psychological support for subordinates
Define Directive Leadership
the same as task-oriented leadership; This leadership style consists of clarifying behaviours that provide a psychological structure for subordinates
People-Oriented Leadership
In this managerial leadership style (also known as supportive leadership), the leader's behaviors provide psychological support for subordinates. The leader is friendly and approachable, makes the work more pleasant, and shows concern for employee needs.
Define Situational Leadership Theory
A commercially popular but poorly supported leadership model stating that effective leaders vary their style (telling, selling, participating, delegating) with the motivation and ability of followers.
Define Supportive Leadership
the same as people-oriented leadership; This style provides psychological support for subordinates
By far the most popular leadership perspective today—and arguably the most important in the domain of leadership—is
transformational leadership
Along with the four perspectives of leadership presented throughout this chapter, cultural values and practices affect what leaders do.
• Culture shapes the leader's values and norms, which influence his or her decisions and actions. • Cultural values also shape the expectations that followers have of their leaders. • implicit leadership theory explains differences in leadership practices across cultures
What are the four Elements of Transformational Leadership?
1. Develop/communicate a strategic vision. 2. Model the vision. 3. Encourage experimentation. 4. Build commitment to the vision.
As a contingency theory, path-goal theory states that each of the four leadership styles will be effective in some situations but not in others. The path-goal leadership model specifies two sets of situational variables that moderate the relationship between a leader's style and effectiveness:
1. employee characteristics and 2. characteristics of the employee's work environment
Define Fiedler's Contingency Model
A leadership model stating that leader effectiveness depends on whether the person's natural leadership style is appropriately matched to the situation (the level of situational control).
Define Transformational Leadership
A leadership perspective that explains how leaders change teams or organizations by creating, communicating, and modelling a vision for the organization or work unit and inspiring employees to strive for that vision
Define Implicit Leadership Theory
A theory stating that people evaluate a leader's effectiveness in terms of how well that person fits preconceived beliefs about the features and behaviours of effective leaders (leadership prototypes) and that people tend to inflate the influence of leaders on organizational events. • Has two components: leader prototypes and the romance or attribution of leadership
Define Leader Motivation (Main Leadership Attributes)
Effective leaders don't see themselves as leaders; are motivated to lead others; have a need for socialized power - not personalized power - to accomplish team or organizational goals. They also thrive rather than wither in the face of this competition.
Define Cognitive and Practical Intelligence (Main Leadership Attributes)
Effective leaders have above-average cognitive ability to process information (cognitive intelligence) and ability to solve real-world problems by adapting to, shaping, or selecting appropriate environments (practical intelligence).
Define Drive (Main Leadership Attributes)
Effective leaders have an inner motivation to pursue goals. Drive inspires inquisitiveness, an action orientation, and measured boldness to take the organization or team into uncharted waters.
Define Personality (Main Leadership Attributes)
Effective leaders have higher levels of extroversion (outgoing, talkative, sociable, and assertive) and conscientiousness (careful, dependable, and self-disciplined). With high extroversion, effective leaders are comfortable having an influential role in social settings. With higher conscientiousness, effective leaders set higher goals for themselves (and others), are organized, and have a strong sense of duty to fulfill work obligations.
Define Integrity (Main Leadership Attributes)
Effective leaders have strong moral principles, which are demonstrated through truthfulness and consistency of words with deeds. Leaders have a high moral capacity to judge dilemmas using sound values and to act accordingly. Large studies note that integrity and honesty are the most important characteristics of effective leaders.
Define Self-Concept (Main Leadership Attributes)
Effective leaders have strong self-beliefs and a positive self-evaluation about their own leadership skills and ability to achieve objectives ("leader identity"), including high self-esteem, self-efficacy, and internal locus of control.
Define Knowledge of the business (Main Leadership Attributes)
Effective leaders have tacit and explicit knowledge about the company's environment, enabling them to make more intuitive decisions. Knowledge of the business also includes a good understanding of how their organization works effectively.
Define Emotional Intelligence (Main Leadership Attributes)
Effective leaders have the ability to recognize and regulate their own emotions and the emotions of others.
"Why is it important for top executives to value and support shared leadership?"
Emerging views of leadership support the idea that leadership needs to be developed at all levels of an organization. In a recent study, only 8 percent of executives in large firms indicated their organizations had enough leadership. Effective leaders are responsible and their success may be determined, by their ability to teach and empower employees to take leadership roles. In increasingly dynamic, team-based organizations, an organization's competitive success may be determined by employees' ability to understand the business environment and take action consistent with organizational goals. Characteristics associated with leadership such as self-confidence, emotional intelligence, integrity are increasingly being used by organizations to select employees for positions at all levels within an organization (not just management and executive positions).
An effective strategic vision has several identifiable features.
It refers to an idealized future with a higher purpose. This purpose is associated with personal values that directly or indirectly fulfill the needs of multiple stakeholders. A values-based vision is also meaningful and appealing to employees, which energizes them to strive for that ideal.
Leaders demonstrate a "can do" attitude by enacting and behaving consistently with their vision. This persistence and consistency reflect an image of honesty, trust, and integrity.
Leaders also build commitment through rewards, recognition, and celebrations as they pass milestones along the road to the desired vision.
Define Task Structure
Leaders should adopt the directive style when the task is nonroutine, because this style minimizes role ambiguity that tends to occur in complex work situations (particularly for inexperienced employees).
Contingencies of Path-Goal Theory
Several contingencies have already been studied within the path-goal framework, and the model is open for more variables in the future. Only four contingencies are reviewed here. 1. Skill and experience. 2. Locus of control. 3. Task structure. 4. Team Dynamics.
There are two other leadership theories that have developed over the years, among others. These two are mentioned because of their popularity and historical significance to the field. What are they?
Situational Leadership Theory and Fiedler's Contingency Model
What is the main point in transformational leaders?
The main point here is that transformational leaders are not necessarily charismatic, and charismatic leaders are not necessarily transformational
What does the path-goal model contend?
The path-goal model contends that effective leaders are capable of selecting the most appropriate behavioural style (or styles) for each situation. Also, leaders often use two or more styles at the same time, if these styles are appropriate for the circumstances.
Transformational Leadership Total
The total transformational leadership score sums the results of each transformational leadership dimension. There is some debate about whether transformational leadership has other dimensions, but the four dimensions assessed here represent most or all of the transformational leader construct in various models.
Define Authentic Leadership
The view that effective leaders need to be aware of, feel comfortable with, and act consistently with their values, personality, and self-concept. • is mainly about knowing yourself and being yourself.
Define Shared Leadership
The view that leadership is a role, not a position assigned to one person; consequently, people within the team and organization lead each other; exists when employees champion the introduction of new technologies and products
Leadership Communication
This dimension indicates the extent to which you communicate the teams goals in a way that is positive and motivating for others.
Leadership Intellectual Stimulation
This dimension indicates the extent to which you encourage staff to think about better ways of doing things through creativity, questioning assumptions, and thinking from different perspectives about how to solve problems.
Leadership Vision
This dimension indicates the extent to which you lead with an appealing vision of a desirable future state.
Task-Oriented Leadership
This leadership style (also called directive leadership) consists of behaviors that clarify performance goals, the means to reach those goals, and the standards against which performance will be judged. It also includes judicious use of rewards and disciplinary actions.
Achievement-oriented Leadership
This leadership style emphasizes behaviors that encourage employees to reach their peak performance. The leader sets challenging goals, expects employees to perform at their highest level, continuously seeks improvement in employee performance, and shows a high degree of confidence that employees will assume responsibility and accomplish challenging goals.
Define Achievement-oriented Leadership
This leadership style emphasizes behaviours that encourage employees to reach their peak performance.
Path-Goal Leadership Styles
This model specifically highlights four leadership styles and several contingency factors leading to three indicators of leader effectiveness. 1. Leadership Behaviours. 2. Leader Effectiveness. 3. Environmental Contingencies. 4. Employee Contingencies.
Leadership Enactment
This transformational leadership dimension indicates the extent to which you act as a role model and engage in behaviour that is consistent with your vision for the work unit (i.e. you walk the talk).
Transformational leadership is about change, and central to any change is discovering new behaviours and practices that are better aligned with the desired vision.
Thus, effective transformational leaders encourage employees to question current practices and to experiment with new ways that are potentially more consistent with the visionary future state
What is the difference between transformational leadership and managerial leadership?
Transformational leadership identifies, communicates, and builds commitment to a better future for the collective. Managerial leadership also depends on transformational leadership to set the right direction.
What is the difference between Transformational leadership and charismatic leadership?
Transformational leadership motivates followers through behaviours that persuade and earn trust, whereas charismatic leadership motivates followers directly through the leader's inherent referent power
Define Servant Leadership
an extension or variation of the people-oriented leadership because it defines leadership as serving others; leaders assist others in their need fulfillment, personal development, and growth; "How can I help you?"
charisma is distinct from transformational leadership
charisma is a personal trait or relational quality that provides referent power over followers. Transformational leadership, in contrast, is a set of behaviours that engage followers towards a better future.
What is the difference between Charismatic Visionary and Participative Leadership?
charismatic visionary represents a cluster of concepts including visionary, inspirational, performance orientation, integrity, and decisiveness. participative leadership is perceived as characteristic of effective leadership in low power distance cultures but less so in high power distance cultures
There are several models of transformational leadership, but four elements that are common throughout most of them and represent the core concepts of this leadership perspective are:
develop and communicate a strategic vision, model the vision, encourage experimentation, and build commitment to the vision
Within path-goal leadership are four styles:
directive leadership (relates to task-oriented), supportive leadership (relates to people-oriented), participative leadership (encouraging involvement of others), and achievement-oriented leadership (such as setting goals).
Shared leadership typically supplements formal leadership. What is formal leadership?
employees lead along with the formal manager, rather than as a replacement for that manager
A theory identifying contingencies that either limit a leader's ability to influence employees or make a particular leadership style unnecessary. a) leadership substitutes. b) shared leadership. c) implicit leadership theory. d) leadership. e) path-goal leadership theory.
leadership substitutes.
A contingency theory of leadership based on the expectancy theory of motivation that relates several leadership styles to specific employee and situational contingencies. a) leadership. b) implicit leadership theory. c) managerial leadership. d) authentic leadership. e) path-goal leadership theory.
path-goal leadership theory.
Define Leader-Member Relations
refers to how much employees trust and respect the leader and are willing to follow his or her guidance
Define Task Structure
refers to the clarity or ambiguity of operating procedures
The view that leaders serve followers, rather than vice versa; leaders help employees fulfill their needs and are coaches, stewards, and facilitators of employee performance. a) servant leadership. b) implicit leadership theory. c) managerial leadership. d) shared leadership. e) path-goal leadership theory.
servant leadership
The view that leadership is broadly distributed, rather than assigned to one person, such that people within the team and organization lead each other. a) servant leadership. b) implicit leadership theory. c) managerial leadership. d) shared leadership. e) path-goal leadership theory.
shared leadership
A commercially popular but poorly supported leadership model stating that effective leaders vary their style (telling, selling, participating, delegating) with the "readiness" of followers. a) shared leadership. b) implicit leadership theory. c) transactional leadership. d) leadership. e) situational leadership theory (SLT)
situational leadership theory (SLT)
Leadership that helps organizations achieve their current objectives more efficiently, such as by link linking job performance to valued rewards and ensuring that employees have the resources needed to get the job done. a) transactional leadership. b) implicit leadership theory. c) managerial leadership. d) shared leadership. e) path-goal leadership theory.
transactional leadership
