Work in the 21 st Century Chapter 12

1. Work in the 21st CenturyChapter 12 Leadership

2. Module 12.1: The Concept of Leadership • Conceptual Distinctions Leadership effectiveness VS. Leader emergence • Research indicates that emotional stability, extraversion, openness, & conscientiousness “+” correlated with leader emergence

3. Problem of Defining Leadership Outcomes • Leadership has been variously credited with many different achievements • Problem in choosing which outcome to examine & which time frame to consider • There is typically lag time between actions by a leader & outcomes of those actions

4. Figure 12.1: Toxic Triangle of Destructive Leadership SOURCE: Padilla et al. (2007)

5. Leader vs. Manager or Supervisor • Leader • Individual in group given task of directing task-relevant group activities or, in absence of designated leader, carries primary responsibility for performing these functions

6. Leader vs. Manager or Supervisor (cont’d) • Attempts at leadership • Attempted leadership • Successful leadership • Effective leadership • Manager or supervisor deals with what is to be done • Leadership deals with how it is to be done

7. Blending of Managerial & Leadership Roles • Leadership previously seen as “icing on the cake” in managers • Modern approaches blend many managerial duties with expectations of what represents effective leadership • Borman & Brush’s taxonomy of managerial performance requirements • Connection b/w leadership & mgmt. very clear

8. Table 12.1: Areas ofManagerial Responsibility

9. KSAOs of Managerial Levels Figure 12.2SOURCE: Mumford et al. (2007)

10. Leader Development vs.Leadership Development • Leader development • Develops, maintains, & enhances individual leader attributes • Leadership development • Concentrates on leader-follower development • Leadership as social exchange • Interpersonal competence

11. Motivation to Lead • Power motive • Exercise of control over others or environment is pleasing • Activity inhibition • Describes person who is not impulsive • Affiliation need • Need for approval or connections with others • Those with leadership aspirations tend to have high power motive + high activity inhibition + low affiliation needs

12. Motivation to Lead (cont’d) • Motives to lead • Affective-identity → Desire for control • Instrumental → Personal benefits • Social-normative → Duty to lead • Bottom line: There are multiple motivations to lead besides the need for power & control

13. Table 12.2:Motives to Lead

14. Module 12.2: Traditional Theories of Leadership • “Great Man” theories • Life of respected leader examined for clues leading to his/her greatness • Often focused on a galvanizing experience or admirable trait • Tend to be of little value from the perspective of I-O psychology

15. Trait Approach • Prevalent in 1920s & 1930s • Attempted to show that leaders possess certain characteristics that non-leaders do not • No consistent relationships between traits & leader effectiveness were found

16. Table 12.3: Some Characteristics of Leaders that Have Been Studied

17. “Power” Approach • Examines types of power wielded by leaders • Reward power • Coercive power • Legitimate power • Referent power • Expert power • Very practical in orientation Emma Lee/Life File/Getty Images

18. Guidelines on Buildingand Using Power

19. Behavioral Approach Ohio State University studies • Behavioral approach • Focused on kinds of behavior engaged in by people in leadership roles • 2 major types of behavior • Consideration • Initiating structure • Represented a leap forward

20. Behavioral Approach University of Michigan studies • Focused more on dynamics of how leaders & groups interacted • Task-oriented behavior • Similar to initiating structure • Relations-oriented behavior • Similar to consideration • Participative behavior • Represented another step forward in leadership research

21. Contingency Approach • Proposed to take into account the role of the situation in the exercise of leadership • Hersey & Blanchard’s situational theory • Proposed leadership depended in part on maturity of subordinate • Job maturity • Psychological maturity

22. Consequences of Participation: Vroom-Yetton Model • Decision rules regarding participation • Assumes that one of most important duties of leader is to make decisions • Suggests way to choose a decision-making strategy • Implication that group decision-making is not always appropriate

23. Guidelines forParticipative Leadership

24. Module 12.3:New Approaches to Leadership • Leader-member exchange (LMX) theory • Leaders adopt different behaviors with individual subordinates • In-group members vs. out-group members • Recent revisions describe “life-cycle” of a leader-follower relationship C Squared Studios/Getty Images

25. Transformational Leadership (Burns) • Behavior of inspirational political leaders who transform followers by appealing to nobler motives (MLK Jr. & Gandhi) • 4 general strategies • Inspirational motivation • Idealized influence • Intellectual stimulation • Individualized consideration

26. Transformational Leadership (Bass) • Bass perceived transformational leadership as building upon transactional leadership in a hierarchy reflecting effectiveness • “Full-range” theory of leadership

27. Hierarchy of Transformational Leadership Figure 12.3 Hierarchical Nature of Transformational Leadership Source: Based on Bass (1997).

28. Transformational Leadership:Guidelines

29. The Charismatic Leader • Charisma • Personal attribute of a leader that hypnotizes followers and compels them to identify with and attempt to emulate the leader

30. Charismatic Leader • Followers are emotionally attached to leader, never question leader’s beliefs or actions, & see themselves as integral to accomplishment of leader’s goal • Acquire some power from situation • Charismatic style may work to keep followers weak Morley/PhotoLink/Getty Images

31. Charismatic Leadership Theory • Approach with many different versions of the notion that charisma is related to leadership; (1) in a crisis situation, followers perceive charismatic characteristics in an individual and accept that person as a leader; (2) certain leader behaviors (use of innovative strategies) contribute to a charismatic aura

32. Module 12.4: Emerging Topics & Challenges in Leadership Research • Leadership in a changing workplace • Teams/groups • Telecommuting • Temporary workers • Fuzzy boundaries of jobs

33. Male & Female Leaders: Are They Different? • Considerable disagreement among researchers • Women tend to prefer democratic & participative styles; men favor autocratic styles • Men tend to be more assertive; women more extraverted • Women substantially more tender-minded Ryan McVay/Getty Images

34. Male & Female Leaders (cont’d) • Effect of male- or female-dominated industries on leadership styles • Women in male-dominated industries • Men in female-dominated industries • More research is necessary on gender & leadership

35. Personality & Leadership • 1 or more Big Five factors appear directly or indirectly in all leadership theories • Big 5 factors emphasize “bright side” of leadership: Effectiveness • Predictors for leader failure more likely to be found in measures of psychopathology

36. Personality & Leadership (cont’d) • Meta-analysis on relationship between personality & leader effectiveness in 3 settings • Characteristics positively associated with leader effectiveness in 3 different environments:

37. Cross-Cultural Leadership Studies • Global leadership & organizational behavior effectiveness (GLOBE) • Large-scale cross-cultural study of leadership by 170 social scientists & management researchers in over 60 countries

38. Table 12.7: Universal and Culture-Specific Aspects of Leadership

39. Table 12.8: Examples of Cultural Dimensions Related to Leadership

40. Leadership in a Diverse Environment • Workplace is becoming less white, less native born, less male, & less young • Implications for leader behavior • Appears that transformational & charismatic leadership are universally valued • Lead to positive performance results & positive attitude reactions