LHRD 4723 Final Exam

Directive Leadership

"initiating structure" & "telling" style -gives followers instructions about their task: what is expected, how a task is to be done, time for task completion, clear standards of performance, and clear rules/regulations

Intrapersonal Definition : Authentic Leadership

- Focuses closely on the leader and what goes on within the leader (Self-knowledge, self-regulation, self-concept) -Leadership based on self-concept and how self-concept relates to actions (Shamir & Eilam, 2005) -Relies on the life story of the leader

Servant Leadership Strengths

- Makes altruism the central component of the leadership process. -Provides a counterintuitive approach to the use of influence. Leaders should share control. -SL is not a panacea. It may not be effective when subordinates are not open to being guided, supported, and empowered. -Research has resulted in a sound measure of SL--the SLQ.

4. Helping Followers Grow and Succeed

- knowing followers' professional or personal goals and helping them to accomplish those aspirations -make career development a priority EX: High school violen teacher

2. Empathy

-"standing in the shoes" of another person and attempting to see the world from that person's point of view. Make individual feel unique and seen

How does authentic leadership work?

-->The practical approach provides prescriptions for how to be authentic and how to develop authentic leadership. For example, the George approach focuses on five characteristics leaders should develop to become authentic leaders. -->More specifically, George (2003) advocates that leaders become more purposeful, value centered, relational, self-disciplined, and compassionate. The essence of authentic leadership is being a leader who strongly demonstrates these five qualities. Rather than simple prescriptions, the theoretical approach describes what authentic leadership is and what accounts for it. From this perspective, authentic leadership works because leaders demonstrate self-awareness, an internalized moral perspective, balanced processing, and relational transparency. Leaders develop these attributes through a lifelong process that is often influenced by critical life events. In addition, the literature suggests that positive psychological characteristics and moral reasoning have a significant impact on authentic leaders. -->This process emphasizes the development of qualities that help leaders to be perceived as trustworthy & believable by followers --> effects on followers: AL correlates with employee thriving, creativity, hope, optimism, trust, and engagement

Building a Theory About Servant Leadership

--For more than three decades after Greenleaf's original writings, servant leadership remained a set of loosely defined characteristics and normative principles. --In this form it was widely accepted as a leadership approach, rather than a theory, that has strong heuristic and practical value --Servant leadership adopted as guiding philosophy in many organizations --Recent models of SL developed using multiple variables 1) Russell and Stone (2002) = 20 attributes, 9 functional characteristics, 11 accompanying characteristics 2) Patterson (2003) = 7 constructs that characterize the virtues and shape the behaviors SL 3) Coetzer et al. (2017) =analyzed the existing literature and created a framework that summarizes the functions of servant leadership to make it more practical in organizations. They highlight 8 servant leadership characteristics (authenticity, humility, integrity, listening, compassion, accountability, courage, and altruism), 4 competencies, and 10 measures and 3 outcomes of servant leadership. Although scholars are not in agreement regarding the primary attributes of servant leadership,

Subset of Complexity Leadership

-21st century organizations have knowledge and information as core commodities rather than production of goods -Theory includes administrative, adaptive, and enabling leadership -Focuses on strategies that encourage learning, creativity, and adaptation in complex organizations

Three Authentic Leadership Characteristics:

-ALs exhibit genuine leadership -ALs lead from conviction -ALs are originals, not copies

Servant Leadership Criticism

-Because the name appears contradictory, SL may be seen as whimsical, or not really "leadership." -Researchers are unable to reach consensus on a common definition or theoretical framework for SL. -The prescriptive overtone suggests that good leaders "put others first," which conflicts with other principles of leadership such as directing, concern for production, and so on. It can also sound moralistic, which may deter some researchers. -Conceptualizing is not unique to servant leaders. It is unclear why it is included in this model.

Strengths of Transformational Leadership

-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. Contributes to leader's growth. -Emphasizes followers. TL emphasizes followers' needs, values, and morals. -Effectiveness. Evidence supports that TL is an effective form of leadership.

1. Isolates

-Completely unengaged -Detached & do not care about their leaders -Isolates who do nothing actually strengthen the influence potential of a leader. For example, when an individual feels alienated from the political system and never votes, elected officials end up having more power and freedom to exert their will.

How Followership Works

-Discussing followership elevates its importance and the value of followers -Followership is about how individuals accept influence of others to reach a common goal -Research helps us understand why harmful leadership occurs and sometimes goes unrestrained

5. Behaving Ethically

-Doing the right thing the right way EX: CEO & leaking document from rival company

1. Reversing the Lens

-Focus on how followers affect leaders and organizational outcomes -Followers can be change agents 1. Impact of follower characteristics on follower behavior 2. Impact of follower behavior on leader perceptions and behaviors and vice versa 3. Impact of both followers and leaders on followership outcomes

Followership Application

-Followership is as important as leadership. -Learning about leadership can be useful for organizational training and development. -Leaders can learn how to understand followers and how to most effectively work with them.

Historical Basis of Servant Leadership: ROBERT K. GREENLEAF

-Founded Greenleaf Center for Servant Leadership -Advocating for building consensus in groups rather than using coercive leadership -Inspired by Hesse's novel, Journey to the East, where the travelers discovered the true leader of their group was the servant -Leaders have a social responsibility for the "have-nots" and less privileged -Leaders shift authority to those who are being led -provides a face-toface opportunity for individuals to experience interdependence, respect, trust, and individual growth

Authentic Leadership 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; focus on collective good. -Unlike traits that only some people exhibit, everyone can learn to be more authentic. -Can be measured using an established instrument (ALQ).

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

7. Creating Value for the community

-Intentionally giving back to the community -Encouraging followers to volunteer for community service -EX: High school with drop outs and students with kids the principal at that high school

Path-Goal Theory Criticisms:

-Interpreting the meaning of the theory can be confusing because it is so complex and incorporates so many different aspects of leadership; consequently, it is difficult to implement. -Empirical research studies have demonstrated only partial support for path-goal theory. -Theory doesn't account for gender differences in how leadership is enacted and perceived. -Theory assumes leaders possess the advanced communication skills necessary to interact with followers in all given situations. -The theory fails to adequately explain the relationship between leadership behavior and worker motivation. -The path-goal theory approach treats leadership as a one-way event in which the leader affects the follower.

Conditions of Leadership Motivation: Leadership generates motivation when....

-It increases the number and kinds of payoffs followers receive from their work -Makes the path to the goal clear and easy to travel through with coaching and direction -Removes obstacles and roadblocks to attaining the goal -Makes the work itself more personally satisfying

transformational leadership criticisms

-Lacks conceptual clarity >Dimensions are not clearly delimited >Parameters of TL overlap with similar conceptualizations of leadership >Unclear whether dimensions are simply descriptions of TL -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 -May not be well-received by millennials

Interpersonal Definition: Authentic Leadership

-Leadership is created by leaders and followers together (Eagly, 2005). -It is a reciprocal process because leaders affect followers and followers affect leaders.

Followership Criticisms:

-Little methodical research has been done so far -Current followership literature primarily based on observation and anecdote -Leader-centric view of leadership may be too ingrained for followership to gain importance

Kelly Typology

-Most recognized followership typology -Followers are enormously valuable to organizations -Emphasizes the motivations of followers - She examined aspects of followers that account for exemplary followership -Two axes of follower behavior: 1) independent critical thinking/dependent uncritical thinking 2)active/passive

3. Participants

-Partially engaged individuals who are willing to take a stand on issues, either supporting or opposing the leader

Authentic Leadership 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.

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

Followership Strengths

-Recognizes followership as an integral part of the leadership equation -Forces a whole new way for people to think about leadership, and to focus on followers -Views leadership as co-constructed -Provides a set of basic prescriptions for what a follower should or shouldn't' do to be effective

1. Follower performance and growth

-Recognizing followers' contributions and helping them realize their human potential -Expected outcome for followers is greater self-actualization. Followers realize their full capabilities when leaders nurture them -Favorable impact on subordinate in-role performance (identification with organization, adaptability, proactivity, service climate, reduced turnover, organizational citizenship) -Followers themselves may become servant leaders

Servant Leadership Applications:

-SL can be applied at all levels of management and in all types of organizations. -SL has been used extensively in a variety of organizations for more than 30 years. -Organizations should be careful to select employees who (a) are interested in building long-term relationships with followers and (b) have strong ethics. -SL is taught at many colleges and universities and is used by numerous independent coaches, trainers, and consultants.

Authentic Leadership Criticims:

-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. -New research is needed to determine if AL works well with Millennial generation. -The link between authentic leadership and positive organizational outcomes is unclear. It is also not clear whether AL is sufficient to achieve organizational goals.

5. Diehards:

-engaged to the extreme. and are deeply committed to supporting the leader or opposing the leader -are totally dedicated to their cause, even willing to risk their lives for it

4. Activists

-feel strongly about the leader and the leader's policies and are determined to act on their own beliefs -are change agents -For example, in 2017, activists were willing to sit in the halls of the U.S. Capitol to protest proposed changes to the Affordable Care Act.

2. Emotional Healing

-involves being sensitive to personal concerns and well-being of others -recognizing others' problems and taking the time to address them -EX:Father John visiting hospice patients and listening to them rather than talking to them

3. Societal Impact

-not commonly measured in studies of servant leadership EX: Mother Teresa and Sisters of Charity EX: Southwest Airlines

2. Bystanders

-observers who do not participate -aware of the leader's intentions & actions but deliberately choose to not become involved -person who listens to the discussion, but when its time to make a decision, disengages and declares neutrality

Path-Goal Theory Application

-offers valuable insights that can be applied in ongoing settings to improve one's leadership. -Informs leaders about when to be directive, supportive, participative, or achievement oriented. -The principles of PGT can be employed by leaders at all organizational levels and for all types of tasks

1. Conceptualization

-organizations purpose, complexities, and mission - allows leaders to think through multifaceted problem -EX: Senior nursing supervision in an ER

2. Organizational Performance

-studies have found a positive relationship between servant leadership and organizational citizenship behaviors (OCBs), which are follower behaviors that go beyond the basic requirements of the follower's duties and help the overall functioning of the organization -enhanced team effectiveness by increasing the members' shared confidence that they could be effective as a work group.However, when servant leadership was absent, team potency decreased, despite clearer goals. In essence, it frustrates people to know exactly what the goal is, but not get the support needed to accomplish the goal.

How does Servant Leadership Work?

-unike prior theories and path-goal theory -focuses on the behaviors leaders should exhibit to put followers first and support followers' personal development and -It is concerned with putting followers first and the outcomes that are likely to emerge. -SL works best when leaders are altruistic and have a strong motivation to help others. -It is important for followers to be receptive to this style of leadership and able to share their power and enable others to grow & become autonomous -SL results in community and societal change. Extends to serving the "have-nots" in society

Bennis & Nanus Four Leader Strategies in Transforming Organizations

1) Clear vision of the future state of their organization 2) Social architects for their organization: created a shape or form for the shared meaning people maintained within their organizations 3)Created trust in their organizations by making their own positions clearly known and then standing by them 4) Creatively deploy themselves through positive self-regard

Model of Transformational Leadership: BASS

1) 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 2)Extended House's work by -Giving more attention to emotional elements and origins of charisma -Suggested charisma is a necessary but not sufficient condition for TL 3)TL motivates followers beyond the expected by (a) raising followers' levels of consciousness about the importance and value of specified and idealized goals, (b) getting followers to transcend their own self-interest for the sake of the team or organization, and (c) moving followers to address higher-level needs

Nonleadership Factor:

1) Laissez-Faire: abdicates responsibility, delays decisions, gives no feedback, and makes little effort to help followers satisfy their needs. There is no exchange with followers or attempt to help them grow -->While laissez-faire leadership has traditionally been viewed negatively, recent research (Yang, 2015) argues that laissez-faire leadership may not be the absence of leadership, but instead may be a strategic behavioral choice by the leader to acknowledge and defer to followers' abilities, decrease their dependency, and increase their self determination, self-competence, and autonomy

5 Follower Roles Types

1) Passive followers: Look to leader for direction and motivation 2) Conformist followers: On the leader's side but still look for direction and guidance 3) Alienated followers: Think for themselves and exhibit negative energy 4) Exemplary followers: Active, positive, and offer independent constructive criticism 5) Pragmatics: "fence sitters" who support the status quo but do not get on board until others do

Path-goal obstacles:

1)Anything in the work setting that gets in the way of followers -They create excessive uncertainties, frustrations, or threats for followers -Leader's responsibility is to help followers by -Removing the obstacles -Helping followers around them 2)Assisting with obstacles will increase -Followers' expectations to complete the task -Their sense of job satisfaction

Components of Followership (4)

1)Follower characteristics -->attributes, traits, motivations, and perceptions 2)Leader characteristics -->attributes, power, perceptions, and affect 3)Followership and leadership behaviors -->Extent to which followers obey, defer to, or resist the leader How leader influences followers to respond 4)Followership outcomes -->Results that influence the follower, leader, their relationship, and the leadership process.

The Values of Typologies

1)Provide a starting point for research 2)Highlight many ways followers have been conceptualized 3)Share some commonalities among them 4)Provide labels for follower types which can assist leaders in effectively communicating with them

Chaleffs Four Styles of Followership

1)Resource (low support, low challenge) - person who does just enough to get by 2)Individualist (low support, high challenge) - the individualist speaks up and lets the leader know where she or he stands 3)Implementer (high support, low challenge) - valued by the leader, implements are supportive and get the work done but, they sometimes fail to challenge the leader's goals and values 4)Partner (high support, high challenge) - takes responsibility for him- or herself and the leader and fully supports the leader, but is always willing to challenge the leader when necessary

Path-Goal Theory Strenghts:

1)Useful theoretical framework. -Path-goal theory is a useful theoretical framework for understanding how various leadership behaviors affect the satisfaction of followers and their work performance. -one of the first theories to specify conceptually distinct varieties of leadership (e.g., directive, supportive, participative, achievement-oriented), expanding the focus of prior research, which dealt exclusively with task- and relationship-oriented behaviors 2)Integrates motivation. -Path-goal theory attempts to integrate the motivation principles of expectancy theory into a theory of leadership. 3)Practical model. -Path-goal theory provides a practical model that underscores and highlights the important ways leaders help followers.

Model of Servant Leadership 3 components

1. Antecedent conditions 2. Servant leaders behaviors 3. Leadership outcomes

Two other lines of research along with Bass:

1. Bennis & Nanus 2. Kouzes & Posner

Servant Leader Behaviors(7) LIDEN ET AL, 2008

1. Conceptualizing 2. Emotional Healing 3. Putting followers first 4. Helping followers grow and succeed 5. Behaving ethically 6. Empowering 7. Creating value for the community

Transactional Leadership Factors

1. Contingent Reward:exchange process between leaders and followers in which effort by followers is exchanged for specified rewards. With this kind of leadership, the leader tries to obtain agreement from followers on what must be done and what the payoffs will be for the people doing it. Ex: how much TV a child can watch after practicing piano > Notgrass (2014) found that contingent rewards, or the leader's use of clarifying or supporting achievement behaviors, are most effective when followers feel that they have a high-quality relationship with their leader. 2. Management by Exception: involves corrective criticism, negative feedback, and negative reinforcement A) Active -- watches followers closely for mistakes or rule violations and then takes corrective action B) Passive -- intervenes only after standards have not been met or problems have arisen

Chaleff Two Characteristics of Courageous Followership:

1. Courage to support the leader ( vertical axis) 2. Courage to Challenge the leader's behavior and policies (horizontal axis)

Task Characteristics

1. Design of followers' task 2. Organization's formal authority system 3. Primary work group of followers {Leadership in these types of contexts could be seen as unnecessary, un-empathic, and excessively controlling}

Four Leadership Behaviors of Path-Goal Theory:

1. Directive 2. Supportive 3. Participative 4. Achievement-oriented

Two characteristics of path-goal:

1. Follower characteristics 2. Task characteristics

Outcomes of Servant Leadership LIDEN ET AL, 2008

1. Follower performance and growth 2. Organizational Performance 3. Societal impact

4 Archetypes of Adaptive Change

1. Gap between espoused values & behavior:When an organization espouses values that it doesn't in reality support by its actions. For example, claiming to be family-friendly but not providing flextime. 2. Competing Commitments: When an organization has numerous commitments and some conflict with each other. For example, wanting to expand services but cutting staff positions at the same time. 3. Speaking the unspeakable: When there are ideas or unpopular ideas or conflicting perspectives that people don't dare to address. For example, people afraid to discuss the failing skills of an aged, but likable company owner. 4. Work Avoidance: Where people avoid addressing difficult issues by staying in their comfort zones or by using diversion. For example, refusing to confront a skilled employee whose performance is slacking because he feels the company suffers from institutional racism.

4 Transformational Leadership Factors:

1. Idealized Influence: -acting as strong role models for followers & followers identify with these leaders -have high standards of moral & ethical conduct -provide followers with a vision and a sense of mission 2. Inspirational Motivation: -leaders who communicate high expectations to followers -inspire followers to commit and engage in shared visions -Use symbols & emotional appeals to focus group members to achieve more than self-interest 3. Intellectual Stimulation: -Stimulates followers to be creative and innovative and challenge their own beliefs and values as well as those of the leader and organization - supports followers who try new approaches & develop innovative thinking 4. Individualized Consideration: - listen carefully to the needs of followers -act as coaches & advisers while trying to assist followers becoming fully actualized -help followers grow through personal challenges

5 Levels of Follower Engagement & Behavior:

1. Isolate 2. Bystander 3. Participant 4. Activist 5. Diehard

Kouzes and Pozner Five Fundamental Practices that Enable Leaders to get things accomplished:

1. Model the Way: be clear about their own values and philosophy 2. Inspire a Shared Vision 3. Challenge the Process: being willing to change the status quo and step into the unknown. To be willing to improve, innovate, and grow. 4. Enable others to act: Effectively work with other people and build trust with others to promote collaboration 5. Encourage the heart: reward others for their accomplishments {It recommends people do what they need to do in order to become effective leaders}

Followership and Destructive Leaders Lipman-Blumen: The Allure of Toxic Leaders (2005)

1. Our need for reassuring authority figures 2. Our need for security & certainty 3. our need to feel chosen or special 4. Our need for membership in the human community 5. Our fear of ostracism, isolation, and social death 6. Our fear of powerlessness to challenge a bad leader

Factors that influence Authentic Leadership

1. Positive Psychological capacities 2. Moral reasoning capacities 3. Critical Life events

2 Theoretical Frameworks:

1. Reversing the Lens 2. Leadership Co-Created Process

Basic Model of Authentic Leadership

1. Self-awareness 2. internalized moral perspective 3. Balanced processing 4. Relational transparency

Model of Adaptive Leadership

1. Situation Challenges (3) 2. Leader Behaviors(6) 3. Adaptive Work

Follower Characteristics

1. Strong need for affiliation: -Friendly and concerned leadership is a source of satisfaction -Prefers supportive leadership 2. Preference for psychological structure -For example, dogmatic and authoritarian follower - Leadership provides psychological structure, task clarity, and greater sense of certainty in work setting - Prefers directive leadership 3. Desires for control a. Internal Locus of control: -Leadership that allows followers to feel in charge of their work and makes them an integral part of the decision-making process -Prefers participative leadership b. External locus of control: -Leadership that parallels followers' feelings that outside forces control their circumstances -Prefers directive leadership 4. Perception of their own ability - to perform specific tasks -As perception of ability and competence goes up, need for highly directive leadership goes down. -Directive leadership may become redundant, possibly excessively controlling.

Charismatic Leader Behaviors:

1. Strong role models for the beliefs and values they want their followers to adopt. 2. Appear competent to followers 3. Articulate ideological goals that have moral overtones Ex: "I have a dream" speech MLK 4. Communicate high expectations for followers, and exhibit confidence in followers' abilities to meet these expectations 5. Arouse task-relevant motives in followers that my include affiliation, power, or esteem EX: JFK appealing to the human values of American people

Adaptive Leadership 4 viewpoints:

1. Systems perspective 2. biological perspective 3. service orientation perspective 4.psychotherapy perspective

4 Typologies of Followership

1. Zaleznik 2. Kelley 3. Chaleff 4. Kellerman

4 Positive Psychological attributes:

1. confidence 2. hope 3. optimism 4. resilience All have a trait-like (characterize a fixed aspect of someone's personality that has been evident throughout his or her life) & state-like (capable of developing or changing their characteristics) quality

10 Characteristics of a Servant Leader

1. listening 2. empathy 3. healing 4. awareness 5. persuasion 6. conceptualization 7. foresight 8. stewardship 9. commitment to the growth of people 10. building community

Path Goral Theory Emphasizes the Relationship b/t....

1. the leader's style 2. characteristics of the followers 3. the work setting

New Perspectives on Followership (Carsten, Harms, and Uhl-Bien)

1.Followers get the job done 2.Followers work in the best interest of the organization's mission 3.Followers challenge leaders 4.Followers support the leader 5.Followers learn from leaders

Effective Followers Share Same Qualities:

1.They self-manage and think for themselves; exercise control, work without supervision. 2.They show strong commitment to organizational goals and well as personal goals. 3.They build their competence and master job skills. 4.They are credible, ethical, and courageous.

Adaptive Leadership

>Focuses on the adaptations required of people in response to changing environments Leaders prepare and encourage people to deal with change Stresses the activities of the leader in relation to the work of followers in the contexts in which they find themselves Encourages effective change across multiple levels: self, organizational, community, and societal Framework developed largely by Heifetz and associates: see the pleader as one who plays the role of assisting people who need to confront tough problem Challenges followers to face difficult challenges, providing them with the space/opportunity they need to learn news ways of feeling with the inevitable changes in beliefs, attitudes, perceptions, and behaviors most likely to encounter

Task situations requiring leader involvement

>Unclear and ambiguous--Leader needs to provide structure >Highly repetitive--Leader needs to provide support to maintain follower motivation >Weak formal authority--If formal authority system is weak, the leader needs to assist followers by making rules and work requirements clear >Non-supportive/weak group norms--Leader needs to help build cohesiveness and role responsibility

Challenges for a leader using ideas from expectancy theory

>Use a leadership style that best meets followers' motivational needs >Choose behaviors that complement or supplement what is missing in the work setting >Enhance goal attainment by providing information or rewards >Provide followers with the elements they need to reach their goals

1. Antecedent Conditions

A) Context & Culture -occurs in an organizational context -influenced by dimensions of culture B) Leader Attributes -Traits interact with ability to engage in servant leadership (moral development, emotional intelligence, agreeableness, humility) C) Follower Receptivity -Some followers do not want to work under SL (they equate it with micromangement) -When matched with followers who desire it, servant leadership has a positive impact on performance and organizational citizenship behavior

1. Situation Challenges a) technical challenges

A) Technical Challenges: are problems in the workplace, community, or self that are clearly defined, with known solutions that can be implemented through existing organizational procedures -People look to leaders for solution and accept how to resolve the problem Ex: Issues with newly adopted software at accounting firm. Manager has authority to address the problem, contact the software company, and have program modified to meet accountants' needs.

8. Stewardship

Accept the responsibility for carefully managing the people and organization one has been given to lead. Holding the organization in trust for the greater good of society.

6. Empowering

Allowing followers the freedom to be independent, make decisions on their own, and be self-sufficient Share power with followers by allowing them to have control EX: College professor and TAs

Chaleff Typology

Amplify the significance of the role of followers in leadership process Developed from WWII Holocaust. Why do people follow toxic leaders like Hitler? What can be done to prevent this from recurring? Rather than serving leaders, Chaleff aruges that followers serve a common purpose along with leaders and that both leaders & followers work to achieve common outcomes Followers need to take a more proactive role. Followers need to take more responsibility, feel more agency, and confidence in ability to influence others. To achieve equal influence with leaders, Chaleff emphasizes that followers need to be courageous Followers should be morally strong and work to do the right thing when facing multiplicity of challenges leaders place upon them

2. Leader Behaviors B) Identify Adaptive Challenges

Analyzing and diagnosing challenges. Distinguishing between technical and adaptive challenges. Adaptive challenges are usually value-laden, and stir up people's emotions. Furthermore, if challenges are adaptive, they require that people learn new ways of coping Technical: can be fixed w/ leader's own expertise & authority Adaptive: Value Laden and stirs peoples emotions

According to Kelly, Prescriptive approach to making courageous followers:

Assume responsibility for the common purpose Support the leader and organization Constructively challenge the leader if the common purpose or integrity of the group is being threatened Champion the need for change when necessary Take a moral stand that is different from the leader's to prevent ethical abuses

Relational-Based Perspective

Based on social constructivism: People create meaning about their reality as they interact with each other. Followership is co-created by the leader and follower in a given situation through communication. The meaning of followership emerges from the communication between leaders and followers and stresses the interplay between following and leading. Rather than focusing on roles, it focuses on the interpersonal process and one person's attempt to influence and the other person's response to these influence attempts. Leadership occurs as people exert influence on each other and respond to those influence attempts. INTERPERSONAL CONTEXT

2. Hope

Based on willpower and goal be accomplished; inspires followers to trust them and believe in their goals.

Leadership Behavior #6: Protect Leadership Voices from Below

Being open to the ideas of people who may be at the fringe, marginalized, or even deviant in the group or organization.

Moral Reasoning Capacities

Capacity to make ethical decisions about issues of right or wrong and good or bad Leaders are selfless and make judgements that serve the greater good of the group, organization of community Promote justice and achieve what is right for a community

4. Reliance

Capacity to recover from and adjust to adverse situations Able to bounce back from challenging situations and feel strengthened and more resourceful as result of them

3. Healing

Care about the personal well-being of their followers Help followers become whole Two part:in helping followers become whole, servant leaders are themselves healed.

1. Situational Challenges B) Technical & Adaptive

Challenges are clearly defined but do not have straightforward solutions. Leader and followers both tackle problem. Responsibility of tackling this type of problem is shared between the leader and the people Leader may act as a resource, but the people need to do the work EX:Hospital wants to change from traditional approach to care to a patient-centered culture. Administration can offer training on how to involve patients in their own care. Medical staff , patients, and families need to accept the change and learn how to implement it.

Transformational Leadership & Charisma

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). Theory: Charismatic leaders act in unique ways that have specific charismatic effects on their followers.

5. Persuasion

Clear and persistant communication that convinces other to change creates change through gentle, nonjudgmental argument.

3. Optimism

Cognitive process of viewing situations from a positive light and having favorable expectation about the future. They approach life with a sense of abundance rather than scarcity

KellerMan Typology:

Developed from perspective of political science Leaders' importance overestimated because they have more power, authority and influence; importance of followers is underestimated. Followers are "unleaders" with less rank and who defer to leaders. Designed a typology that differentiates followers level of engagement

Path-Goal Theory

Discusses how leaders motivate followers to accomplish designed goals -->Shifted attention to follower needs and motivations, rather than focusing on task and relationships -->Puts much on leaders in terms of designing and facilitating a healthy/productive work environment to propel followers toward success -->designed to explain how leaders can help followers along the path to their goals by selecting specific behaviors that are best suited to followers' needs and to the situation in which followers are working

7. Foresight

Encompasses a SL's ability to know the future. the ability to predict what is coming based on what is occurring in the present and what has happened in the past. For Greenleaf, foresight has an ethical dimension because he believes leaders should be held accountable for any failures to anticipate what reasonably could be foreseen and to act on that understanding.

Leadership Behavior #4 Maintain Disciplined Attention

Encouraging people to focus on the tough work they need to do. Helping people address change and not avoid it. Avoidance = ignoring the problem, blaming the problem on authority or coworkers, attacking those who want to address the problem, pretending the problem doesn't exist, and working hard in areas unrelated to the problem

4. Psychotherapy Perspectice

Explain how people accomplish adaptive work Adaptive leaders understand that people need a supportive environment and adapt more successfully when they face difficult problems directly, learn to distinguish between fantasy and reality, resolve internal conflicts, and learn new attitudes and behaviors

Role-Based Perspectives

Focus is on the typical roles followers enact while occupying a formal or informal position within a hierarchical system. Followers' behaviors affect the leader and organizational outcomes.

Practical Approach to Authentic Leadership: BILL GEORGE

Focuses on the characteristics of authentic leaders -authentic leaders have a genuine desire to serve others, they know themselves, and feel free to lead from their core values. 5 Characteristics: 1. Strong sense of purpose EX: Terry Fox, a cancer survivor, and his run across Canada 2. Strong values about the right thing to do Ex: Nelson Mandela fighting to abolish slavery in South Africa 3. Establish trusting relationships with others 4. Demonstrate self-discipline and act on their values 5. Are sensitive and empathetic to others

Authentic Leadership

Focuses on whether leadership is genuine or "real"

FollowerShip Description:

Followers play a central role in the leadership process. Historically, leaders have captured most of our attention. Leaders have been viewed as the causal agents for organizational change. Today, researchers view leadership as a shared process. Leaders and followers are interdependent. The world needs more followers, and less glorified leaders.

Followership Defined:

Followership--is a process whereby an individual or individuals accept the influence of others to accomplish a common goal. Followership has an ethical dimension; it is not morally neutral. Followership carries with it a responsibility to consider the morality of one's actions and the rightness or wrongness of the outcomes of what one does as a follower. Followers and leaders work together to achieve common goals, and both share a moral obligation regarding those goals. There are ethical consequences to followership; the character and behavior of followers have an impact on organizational outcomes.

Servant Leadership Defined:

Greenleaf Definition: "Servant leadership begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. . . . The difference manifests itself in the care taken by the servant--first to make sure that other people's highest priority needs are being served. The best test . . . is: do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become a servant? And, what is the effect on the least privileged in society; will they benefit, or, at least, will they not be further deprived?" Sometimes treated as a trait, but viewed as a behavior in this chapter

1. Confidence

Have self- efficiency have the ability to successfully accomplish a task more likely to be motivated to succeed, to be persistent during obstacles, and welcome challenges

Leader Behavior #3 Regulate Distress

Helping others recognize the need for change but not become overwhelmed. Monitoring stress and keeping it within a productive range. a.Create a holding environment: establishing an atmosphere where people can feel safe tackling difficult problems, but not so safe that they can avoid the problem (EX: swimming instructor teaching little kid out to swim) This is the space adaptive leadership gets played out. They use their leverage to help people attend to the issues, to act as a reality test regarding information, to orchestrate conflicting perspectives, and to facilitate decision making b.Provide direction, protection, orientation, conflict management, and productive norms: specific ways leaders can help people manage the uncertainty and distress that accompany adaptive work. Providing direction involves identifying the adaptive challenges that others face and then framing these so they can be addressed. In difficult situations, it is not uncommon for people to be unclear or confused about their goals. Sometimes the goal is unknown, sometimes it is obscure, and at other times it is entangled with competing goals. By providing direction, the leader helps people feel a sense of clarity, order, and certainty, reducing the stress people feel in uncertain situations. Protection refers to a leader's responsibility to manage the rate of adaptive change for people. It includes monitoring whether the change is too much or too fast for people. Furthermore, it requires monitoring external pressures people are experiencing and keeping these within a range they can tolerate. Orientation is the responsibility a leader has to orient people to new roles and responsibilities that may accompany adaptive change. When a change requires adopting new values and acting in accordance with those values, people may need to adopt entirely new roles within the organization. Orientation is the process of helping people to find their identity within a changing system. Conflict management refers to the leader's responsibility to handle conflict effectively. Conflict is inevitable in groups and organizations during adaptive challenges and presents an opportunity for people to learn and grow. Although conflict can be uncomfortable, it is not necessarily unhealthy, nor is it necessarily bad. The question is not "How can people avoid conflict and eliminate change?" but rather "How can people manage conflict and produce positive change?" Establishing productive norms is a responsibility of the adaptive leader. Norms are the rules of behavior that are established and shared by group members that are not easily changed. When norms are constructive, they have a positive influence on the progress of the group. However, when norms are unproductive and debilitating, they can impede the group. A leader should pay close attention to norms and challenge those that need to be changed and reinforce those that maximize the group's effectiveness and ability to adapt to change. Collectively, the five prescribed behaviors above provide a general blueprint for how adaptive leaders can mitigate the frustrations people feel during adaptive change. c.Regulate personal distress: maintain a productive level of stress during adaptive change. Change and growth within an organization do not occur w/out uncertainty & stress

Four experimental studies => model of pseudotransformational leadership

In a series of four experimental studies, Christie, Barling, and Turner (2011) set forth a preliminary model of pseudo-transformational leadership that reflected four components of transformational leadership discussed later in this chapter: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. 1)Self-serving 2)Unwilling to encourage independent thought in followers 3)Exhibits little general caring for others 4)Uses inspiration and appeal to manipulate followers for his or her own ends

1. Listening:

Includes sending & receiving messages. Servant leaders communicate by listening first They acknowledge the viewpoint of followers and validate their perspectives

Servant Leadership

Is a paradox that runs counter to common sense:both service and influence Is an approach focusing on leadership from the point of view of the leader and his or her behaviors Most scholarship has been prescriptive, until recently Past 10 years have clarified the concept and its assumptions Focuses on leadership from the point of view of the leader and his/her behaviors Servant leaders put followers first

The emergence of transformational leadership as an important approach to leadership began with a classic work by

James MacGregor Burns -Burns attempted to link the roles of leadership and followership

Achievement-Oriented Leadership

Leader who challenges followers to perform work at the highest level possible: -Establishes a high standard of excellence for subordinates -Seeks continuous improvement -Demonstrates a high degree of confidence in followers' ability to establish and achieve challenging goals

Participative Leadership

Leader who invites followers to share in the decision making: -Consults with followers -Seeks their ideas and opinions -Integrates their input into group/organizational decisions

Major Components of Path-Goal Theory:

Leaders Behaviors -> Follower Behaviors -> Task characteristics -> MOTIVATION -> Goals/Productivity

Critical Life Events

Major positive or negative events that shape peoples lives 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

Adaptive Leadership Definition:

More follower-centered than leader -concerned with how people change and adjust to new circumstances "The practice of mobilizing people to tackle tough challenges and thrive." Adaptive leaders: Mobilize Motivate Organize Orient Focus the attention of others

2. The Leadership Co-created process

One person's leadership behaviors interact with another person's followership behaviors to create leadership and its outcomes. Leader behaviors are influence attempts. Follower behaviors grant power to another, comply, or challenge.

Path-goal theory overall scope:

Path-goal theory provides a set of assumptions about how different leadership styles will interact with follower characteristics and the work situation to affect employee motivation

1. Situational Challenges C) Adaptive Challenges:

Problems that are not clear- cut or easy to identify. cannot be solved by the leader's authority or expertise -Require leaders encourage others to define challenging situations and implement solutions Difficult because they require changes in people's priorities, beliefs, roles, and values EX:Hospice care and uncertainty for patients and families about how and when the patient will die. Many questions about the dying process, what the loss means, how to prepare for it and cope with it.

Transformational Leadership

Process that changes and transforms people, both leaders and followers -Concerned with emotions, values, ethics, standards, and long-term goals. It includes assessing followers' motives, satisfying their needs, and treating them as full human beings -involves an exceptional form of influence that moves followers to accomplish more than what is usually expected of them. It is a process that often incorporates charismatic and visionary leadership

3. Putting followers first

Putting others first is the sine qua non of servant leadership—the defining characteristic EX: Widely published health education professor

Theoretical Approaches to Authentic Leadership

Recent Research Spurred By: -Leadership summit publications (2005) -Social upheaval and desire for leadership that serves the common good -Need to explore meaning of authentic leadership and create theoretical framework -Need to define the construct of authentic leadership

Internalized Moral Perspective

Refers to a self-regulatory process whereby individuals use their internal moral standards and values to guide their behavior rather than allow outside pressures to control them -Self-regulatory process b/c people have control over the extent to which they allow others to influence them -These types of leaders actions are consistent with their expressed beliefs and morals

Balanced Processing

Refers to an individuals ability to analyze information objectively and explore other people's opinions before making a decision -Avoiding favoritism about certain issues and remaining unbiased

Relational Transparency

Refers to being open and honest in presenting one's true self to others -occurs when individuals share their core feelings, motives, and inclinations with others (both positive & negative)

Self-Awareness

Refers to the personal insights of the leader -Reflecting on one's core values, identity, emotions, motives -Being aware of and trusting one's own feelings

How does the transformational leadership approach work?

Scope: Describes how leaders can initiate, develop, and carry out significant changes in organizations Focus of Transformational Leaders: •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 and foster collaboration

3. Service Orientation

Serves people by diagnosing their problems and prescribing possible solutions

2. Leader Behaviors A) Get on the Balcony

Stepping out of the fray and finding perspective in the midst of a challenging situation, while still staying connected. Moving back and forth as participant and observer. Leader is momentarily away from the noise, activity, and chaos of a situation, allowing him or her to gain a clearer view of reality Identify value and power conflicts among people, ways they may be avoiding works, and other dysfunctional reactions to change taking some quiet time, forming a group of unofficial advisers for alternative discussions about organizational issues, or simply attending meetings as an observer takes time to see the big picture as an observer but also stays engaged as a participant with the challenges his or her people are confronting

How does the Path-Goal Theory Work?

Suggests that leaders need to choose a leadership style that best fits the needs of followers and the work they are doing. -The leader's job is to help followers reach their goals by directing, guiding, and coaching them along the way -Leaders must evaluate task and follower characteristics and adapt leadership style to these -The theory suggests which style is most appropriate for specific characteristics

Goal of Path-Goal Theory

To enhance follower performance and follower satisfaction by focusing on follower motivation and nature of the work tasks

Leadership Behavior #5: Give the Work Back to the People

Too much leadership and authority can be debilitating, decrease people's confidence to solve problems on their own, and suppress their creative capacities. Leaders need to be attentive to when they should drop back and let the people do the work that they need to do.

BURNS in Transformational vs. Transactional Leadership

Transactional: focuses on the exchanges that occur between leaders and their followers EX: Politicians who win votes by promising "no new taxes" EX: Managers who give promotions to employees doing exceptional work -research suggests that employees do not necessarily perceive transactional leaders as those most capable of creating trusting, mutually beneficial leader- member relationships Transformational: process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower. -This type of leader is attentive to the needs and motives of followers and tries to help followers reach their fullest potential. EX: GANDHI EX: RYAN WHITE

Theoretical Approaches to Followership:

Uhl-Bien (2014)--Followership is comprised of "characteristics, behaviors and processes of individuals acting in relation to leaders." Followership is a relationally-based process that includes how followers and leaders interact to construct leadership and its outcomes.

Developmental Definition: Authentic Leadership

Views authentic leadership as something that can be nurtured in a leader, rather than as a fixed trait. It develops in people over a lifetime and can be triggered by major life events. -Leader behavior is grounded in positive psychological qualities and strong ethics Four Components: 1. Self-awareness 2. Internalized moral perspective 3. Balanced processing 4. Relational transparency

10. Building Community

allows followers to identify with something greater than themselves that they value

1. Systems Perspective

assumes that many problems people face are actually embedded in complicated interactive systems

4. Awareness

attuned and receptive to their physical, social, and political environments. It includes understanding oneself and the impact one has on others.

Shamir, House, and Arthur Theory:

charismatic leadership transforms followers' self-concepts and tries to link the identity of followers to the collective identity of the organization -Forge this link by emphasizing intrinsic rewards and de-emphasizing extrinsic rewards -Throughout process, leaders >express high expectations for followers >help followers gain sense of self-confidence and self-efficacy

House's Charismatic Leadership Theory

include follower trust in the leader's ideology, similarity between the followers' beliefs and the leader's beliefs, unquestioning acceptance of the leader, expression of affection toward the leader, follower obedience, identification with the leader, emotional involvement in the leader's goals, heightened goals for followers, and increased follower confidence in goal achievement effects are more likely to occur in contexts in which followers feel distress because in stressful situations followers look to leaders to deliver them from their difficulties

1. Zaleznik Typology

intended to help leaders understand followers and also to help followers understand and become leaders Psychological view of follower behaviors Two axes of follower behaviors: 1)dominance/submission 2) passivity/activity >The vertical axis represents a range of followers from those who want to control their leaders (i.e., be dominant) to those who want to be controlled by their leaders (i.e., be submissive). The horizontal axis represents a range of followers from those who want to initiate and be involved to those who sit back and withdraw Four types of followers 1_ withdrawn (submissive/passive) 2_masochistic (submissive/active) 3_compulsive (dominance/passive) 4_impulsive (dominance/active) Zaleznik was interested in explaining the communication breakdowns between authority figures and subordinates, in particular the dynamics of subordinacy conflicts. REFER TO CHART

The Additive Effect of Transformational Leadership:

it moves followers to accomplish more than what is usually expected of them -Augments impact on employee's performance and company profit (Rowald & Heinitz, 2007) -Positively related to job satisfaction and performance (Nemanich & Keller, 2007) -Boosts employee engagement and optimism (Tims, et. al., 2011) -TL leaders more likely to promote employee's achieving their mastery goals (Hamstra, et.al.,2014)

2. Biological Perspective

recognizes that people develop and evolve as result of having to adapt to both their internal cues/state and external environments

Pseudo-transformational Leadership.

refers to leaders who are self-consumed, exploitive, and power oriented, with warped moral values (Bass) focuses on the leader's own interests rather than on the interests of others

Motivational Principles based on EXPECTANCY THEORY:

that followers will be motivated if they think they are capable of performing their work, if they believe their efforts will result in a certain outcome, and if they believe that the payoffs for doing their work are worthwhile

6. Conceptualization

the ability to be a visionary for an organization, providing a clear sense of its goals and direction Equips SL to respond to complex organizational problems in creative ways

9. Commitment to the growth of people

treating each follower as a unique person with intrinsic value beyond what he/she contributes to the organization

Encompassing approach

used to describe a wide range of leadership, from very specific attempts to influence followers on a one-to-one level, to very broad attempts to influence whole organizations and even entire cultures. Although the transformational leader plays a pivotal role in precipitating change, followers and leaders are inextricably bound together in the transformation process.

Supportive Leadership

{Resembles consideration behavior construct from Ohio State studies} -Consists of a leader being friendly and approachable: 1. Attending to well-being and human needs of followers 2. Using supportive behavior to make work environment pleasant 3. Treating followers as equals and giving them respect for their status

How Does Adaptive Leadership Work?

•Focus is on engaging individuals to do adaptive work. •Leaders support followers during changes in the environment. •Leader steps back from situation to gain fresh perspective. •Leader decides whether challenges are technical or adaptive. •If technical, leader uses authority and expertise to solve. •If adaptive, leader uses several prescribed behaviors to move the adaptive process forward.

Adaptive Leadership: Strengths

•In contrast to other leadership theories, AL takes a process approach; leadership is a complex transaction between leaders and followers. •AL is follower centered. Adaptive leaders mobilize people to engage in adaptive work. •Helps followers deal with conflicting values that emerge in changing work environments. •Prescribes useful leadership behaviors. •Contributes concept of a "holding environment" as an integral part of the leadership process.

Adaptive Leadership: Application

•On individual level, the model provides a conceptual framework to help us determine types of challenges and strategies for managing them. •On organizational level, explains a variety of challenges. Widely used in nonprofits, faith-based organizations, and health care.

Path-goal theory focus:

•Path-goal theory is a complex but also pragmatic approach •Leaders should choose a leadership style that best fits the needs of followers and their work

Adaptive Work

•The process toward which adaptive leaders direct their work. •Grows out of the communication between leaders and followers but is primarily the work of followers. •Adaptive work is conducted in the holding environment. •Followers are not submissive to leaders; they are the ones doing adaptive work While the term followers is used to depict individuals who are not the leader, it is important to note that throughout most of the writing on adaptive leadership, the term is avoided, due to its implication of a submissive role in relationship to the leader. In adaptive leadership, leaders do not use their authority to control others; rather, leaders interact with people to help them do adaptive work. Followers is used in the model simply to distinguish the specific individuals who are doing adaptive work

Adaptive Leadership Criticisms:

•Very little empirical research has been conducted to test the claims of the theory. •Model needs to be refined; relationships between factors need to be clarified. •AL is too wide ranging and abstract. •Doesn't directly explain how AL incorporates a moral dimension. Unclear how doing adaptive work leads to socially useful outcomes.