Man2-3 Leadership

Key to effective leadership=

"willing followership," = others follow because they want to, not because they have to. =comes from a leader's personal power (not position power) and results in strong effort (managers that are effective leaders have both position and personal power)

Ethical Leaders -should=

(1) communicate to followers what is ethical and allow followers to ask questions and provide feedback regarding ethical issues; (2) set clear ethical standards, and ensure followers comply with those standards by rewarding ethical conduct and disciplining those who don't follow standards; and (3) take into account ethical principles in making decisions and ensure that followers observe and follow this process.

The Social Construction of Followership - followers hold Passive Beliefs: viewing their roles in the classic sense of following -vs. Proactive Beliefs, viewing their role as expressing opinions, taking initiative, and constructively questioning and challenging leaders.

- passive, deferential, and obedient to authority -strong among 'high potentials'

Complexity Leadership Theory= effectively combining bureaucratic organizing structures with complex adaptive systems. -by understanding 3 types of leadership systems in organizations=

-Administrative leadership (formal, managerial roles; focuses on alignment/control; focus results) -Entrepreneurial leadership (fuels innovation, adaptability, and change) -Adaptive leadership (interface between administrative and entrepreneurial systems and fosters conditions for emergence)

Complexity Leadership views: -Bureaucracy is an organizing form in which ??, specification of ??, and ________ reporting relationships provide efficiency and control

-Bureaucracy is an organizing form in which division of labor, specification of titles and duties, and hierarchical reporting relationships provide efficiency and control

Leadership as Social Construction: -Leadership Identity Construction=

-DeRue and Ashford's model = how individuals negotiate identities as leaders and followers. (claiming or granting) -(individual internalization --> relational recognition --> collective endorsement)

Findings from Contingency Theory -certain situations favor certain leadership styles= 4 situations

-Directive Leadership (helps increase role clarity, self-efficacy, effort, and performance) -Supportive Leadership -Achievement-Oriented Leadership -Participative Leadership

Leadership Processes: -Formal -Informal (become influential due to their?) -Upward (occurs when leaders at _______ levels influence)

-Formal leadership is exerted by persons appointed or elected to positions of formal authority in organization -Informal leaders is exerted by persons who become influential due to special skills or their ability to meet the needs of other -Upward= occurs when leaders at lower levels influence those at higher levels to create change

How do Leaders see Follower Roles? -Implicit Followership Theories are __________ notions about prototypical and antiprototypical followership _______ and characteristics.

-Implicit Followership Theories are preconceived notions about prototypical and antiprototypical followership behaviors and characteristics.

A Comprehensive Contingency Model:

-Independent variable= (leader behavior style) -Outcome (dependent) variable= (leadership effectiveness) -Moderator variable (subordinate characteristics)

Romance of Leadership:

-Our infatuation with leaders at the expense of followers -attribute org's outcomes

Different leadership strategies -Manager's leadership behaviors: 2 meta-categories

-Task-oriented behavior (or initiating structure); domineering, authoritative leadership -people-oriented (or Relations-oriented behavior, or consideration), supportive and empowering, inviting employees to be part of convo =they are interdependent; can have high levels of each =displaying high levels of both= effective outcomes

Bass's Transactional Leadership: -based in self-interest, and use exchanges between leaders and followers to attain desired ________ and _______. -4 leadership styles=

-based in self-interest, and use exchanges between leaders and followers to attain desired behavior and outcomes. -Contingent Rewards, Active Management by Exception, Passive Management, Laissez-faire

Shared Leadership -occurs laterally or vertically? -the main objective is to understand and find alternate sources of _________ that will impact positively on __________ performance.

-both laterally, among team members, and vertically, with the team leader. --the main objective is to understand and find alternate sources of leadership that will impact positively on organizational performance.

Empowering Leadership -enables power sharing with employees by clarifying the _________ of the work, providing ________, expressing ___________ in the employee's capabilities, and removing hindrances to performance. -most beneficial for those with (high/low?) levels of product and industry knowledge and experience

-enables power sharing with employees by clarifying the significance of the work, providing autonomy, expressing confidence in the employee's capabilities, and removing hindrances to performance. -most beneficial for those with low levels of product and industry knowledge and low experience

Contingency Model: -Situational factors moderate the association between a manager's leadership style and his or her effectiveness. -situational variables=

-follow readiness -task structure -leader position power

Bass's Transformational Leadership: -4 types of leader behaviors=

-idealized influence -inspirational leadership -intellectual stimulation -individualized consideration

Contingency Model: -indicates that a manager's leadership behavior or style (e.g., the _________ variable) is related to leadership __________ (e.g., the outcome variable) depending on the _________ (e.g., the moderator variable).

-indicates that a manager's leadership behavior or style (e.g., the independent variable) is related to leadership effective- ness (e.g., the outcome variable) depending on the situation (e.g., the moderator variable).

-Prototypical effective followers= characteristics include being ?? -Anti-prototypical ineffective followers= include ??

-industrious, having enthusiasm, and being a good organizational citizen -incompetence, conformity, insubordination

The Leadership Process: -is created how? in context -Leading <--> Following --> -Leadership --> -Outcomes

-is co-created in context

Problems with Contingency Approaches= -is that they can't tell us much beyond ?? because so many _______ are involved in leadership that it is practically impossible to construct models

-is that they can't tell us much beyond common sense because so many variables are involved in leadership that it is practically impossible to construct models

Social Construction of Leadership= -leadership as generated in _______ interactions among people and in context. As a result leadership is ______, developing, and _______ over time.

-leadership as generated in relational interactions among people and in context. As a result leadership is dynamic, developing, and changing over time.

Followership in Context: -Authoritarian Climate + Passive Beliefs= -Authoritarian Climate + Proactive Beliefs= -Empowering climate + Passive Beliefs= -Empowering climate + Proactive Beliefs=

-passive followers act obedient -proactive followers act passive, creates dissonance/dissatisfaction -passive are unfcomrtable and stressed -Proactive act as constructive partners in co-producing leadership

Idiosyncrasy Credits= -refer to our ability to violate ??? based on whether we have enough ______ to cover the violation.

-refer to our ability to violate norms with others based on whether we have enough "credits" to cover the violation.

Heroic Leadership Views= -see leadership as the result of _____ of great leaders who inspire and motivate others to accomplish ??.

-see leadership as the result of acts of great leaders who inspire and motivate others to accomplish extraordinary things.

Leadership theory: Contingency approaches= -state that the relationship between leader _______ and leadership effectiveness depends on the _________.

-state that the relationship between leader behavior and leadership effectiveness depends on the situation.

Fiedler's Leader-Match -the leader cannot change his or her _____ and therefore needs to change the situation to match the ______.

-the leader cannot change his or her style and therefore needs to change the situation to match the style.

Bureaucratic Views are less relevant today= -they may actually be doing harm by stifling ______ dynamics needed for productive emergence in _______ environments.

-they may actually be doing harm by stifling adaptive dynamics needed for productive emergence in complex environments.

Social Exchange Theory = helps explain the social dynamics behind _________ building. -relationships develop through _______— actions contingent upon rewarding reactions.

= helps explain the social dynamics behind relationship building. -relationships develop through exchanges— actions contingent upon rewarding reactions.

What are the challenges associated with leadership ethics?

Challenges come primarily from the hierarchical nature of the leader role, and also personality traits and social biases- but most importantly, challenges from the tension between self-interest and collective good.

Contingency Theories try to predict leadership _________. The most common effectiveness variables are subordinate job ________ and _______.

Contingency theories try to predict leadership effectiveness. The most common effectiveness variables are subordinate job satisfaction and performance.

____________ says that leadership is an emergent property of a group or network of interacting individuals.

Distributed Leadership

The key contribution complexity offers to leadership is the understanding of __________.

Emergence

_______ involves the choice of how to engage with leaders in producing leadership.

Followership

Collective Leadership

It is a social phenomenon constructed in interaction.

Leader-Member Exchange (LMX) Theory is that leaders (i.e., managers) have (same/differentiated??) relationships with followers (i.e., subordinates). -With some subordinates, managers have high-quality LMX relationships, characterized by high?

Leader-Member Exchange (LMX) Theory is that leaders (i.e., managers) have differentiated relationships with followers (i.e., subordinates). - trust, respect, liking, and loyalty.

___________ occurs through processes of claiming and granting.

Leadership identity construction

Differences in Complexity and Bureaucratic assumptions: - the nature of control=

Managers today operate in workplaces where they are expected to think on their feet and respond quickly and creatively. And they can't respond to complex problems by themselves.

Bass modified Burns's theory to focus on __________ rather than moral interests.

Organizational interests

__________ are attuned to spiritual values and see their responsibility as being stewards for the good of the whole.

Servant leaders

Socialized charismatics= focus on power for ________ rather than personal benefit.

Socialized charismatics focus on power for collective (e.g., societal) rather than personal benefit.

Co-Leadership: -Collective leadership, in which members play roles that are= ________ (i.e., each operates in a particular area of expertise), _________ (i.e., avoiding overlap that would create confusion), and _________ (i.e., jointly cover all required areas of leadership).

Specialized (i.e., each operates in a particular area of expertise), Differentiated (i.e., avoiding overlap that would create confusion), and Complementary (i.e., jointly cover all required areas of leadership).

The best leadership style to use when tasks are highly repetitive is__________.

Supportive leadership style

__________ study the personal qualities and characteristics of leaders to identify their association with leader emergence and effectiveness.

Trait approaches

A type of leadership that is often missed in discussions of leadership is _______ leadership.

Upward Leadership

Power Distance is an example of________.

a follower role orientation

Complexity Leadership views: -Complex adaptive systems are systems that adapt and evolve in the process of _______ with _______ environment

are systems that adapt and evolve in the process of interacting with dynamic environment

Implicit Leadership Theories are our beliefs or understanding about the=?? -Prototypes most common=

attributes associated with leaders and leadership. =sensitivity, dedication, tyranny, charisma, attractiveness, intelligence, strength

Hierarchical, Power Distance Orientation= ppl believe leaders are in a ??

better position than followers to make decisions and determine direction

Complexity leadership approaches offer an alternative to __________ organizing principles.

bureaucratic

When the leadership role at the top is divided among multiple people, it is called ____________.

co-leadership

According to__________, whether leader behaviors will be effective depends on the situation.

contingency theories

The 2 most common leadership behaviors used by managers are task oriented and relations oriented, and in contingency approaches, these are often referred to as ________ leadership and _________ leadership styles. -2 additional behavior styles=

directive and supportive styles -supportive= focusing on subordinate needs and well-being. -Achievement-oriented and Participative oriented

Follower Role Orientation -defined as the beliefs followers hold about the way they should ??

engage and interact with leaders to meet the needs of the work unit.

When leaders create moral awareness and concern, enhance moral reasoning, and encourage moral responsibility, they are creating more __________

ethical climates

We could almost say that it is in ____________ that leadership is created.

following

A rule of thumb for whether you can violate norms in a relationship is to not overexpend your ___________

idiosyncrasy credits

When someone returns a favor to relieve an obligation very quickly it is an example of ____________.

immediacy

People use ____________ in deciding whether to grant a leadership claim.

implicit theories

Ethical Leadership Theory is a normative theory focused on understanding how ethical leaders behave. -A normative theory ???

implies or prescribes a norm or standard.

Leadership influence is located in one person or in group?

in one person (i.e., a "leader") or be distributed throughout the group (i.e., collective leadership).

Theory of Leadership for Organizations: -Bass's Transformational Leadership: involves leaders motivating followers to transcend self-interest for the sake of the ??. "performance beyond ________."

involves leaders motivating followers to transcend self-interest for the sake of the organization or team. "performance beyond expectations."

Leadership is an _______ process generated when acts of ___________ (e.g., influencing) are combined with acts of __________ (e.g., deferring) as individuals work together to attain mutual goals.

leading (e.g., influencing) are combined with acts of following (e.g., deferring) as individuals work together to attain mutual goals.

The Profit Motive -based on Milton Friedman's view that the sole purpose of business is to ?

make money

Power distance is the extent to which followers see leaders as having ??

much higher status than them

Ethical Leadership Theory is a __________ theory of leadership.

normative

Who can be a leader? =

not everyone can be a leader. Instead, individuals must possess at least some set of basic leadership skills and abilities.

Managers who are also effective leaders have both ___ and __ pwr

position and personal power.

traits that characterize effective leaders. -authenticity -globe study= identify cultural profiles and whats effect leader across cultures =

power distance, assertiveness, future orientation, individualism, collectivism =across all contexts= sense of high integrity

According to Burns's theory, __________ are not leaders

power wielders

Individuals who engage in voice likely have a ____________.

proactive follower orientation (or: constructive follower orientation)

Charisma is most aptly described as a __________ process. -is it beneficial for most chief executives? -To help avoid the dangers of charisma, leaders should reduce?

relational -not beneficial -power distance

The two meta-categories of leader behaviors found in the behavioral approaches are __________.

relations-oriented and task-oriented behavior

Collective Leadership= represents views of leadership not as a property of ________ and their behaviors but as a social phenomenon constructed in ______ -Distributed leadership sees leadership as a (group/individual?) phenomenon that is distributed among (groups/individuals?)

represents views of leadership not as a property of individuals and their behaviors but as a social phenomenon constructed in interaction -group phenomenon, individuals

The "born" argument in leadership implies that leaders should be__________

selected