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Exploring Leadership Theories and Approaches in the 21st Century

Delve into the evolving concepts of leadership, from traditional traits to modern contingency theories. Understand motivational theories, leadership behaviors, and the blending of managerial and leadership roles. Discover how motives drive leadership aspirations and explore various leadership development strategies.

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Exploring Leadership Theories and Approaches in the 21st Century

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  1. Work in the 21st CenturyChapter 12 Leadership in Organizations A leader’s job is to motivate (use motivational theories) From traits –> Behaviors -> Contingency -> Traits

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

  10. 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

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

  12. Table 12.2:Motives to Lead

  13. Module 12.2: Traditional Theories of Leadership • “Great Man” theories (inherent traits) • 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

  14. 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

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

  16. “Power” Approach • Examines types of power wielded by leaders (French & Raven) • Reward power • Coercive power • Legitimate power • Referent power • Expert power • Very practical in orientation

  17. Behavioral Approach Ohio State University studies(Fleishman & Harris ‘62) • 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

  18. Behavioral Approach University of Michigan studies(R.Likert, ’50s) • 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

  19. Contingency Approach • Proposed to take into account the role of the situation in the exercise of leadership - think B =f (p*e) • Hersey & Blanchard’s situational theory • Proposed leadership depended in part on maturity of subordinate • Job maturity • Psychological maturity

  20. 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

  21. Module 12.3:New Approaches to Leadership(Dansereau, Graen, Haga ‘75) • 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

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

  23. Transformational Leadership (Bass & Avolio) • Bass perceived transformational leadership as building upon transactional leadership in a hierarchy reflecting effectiveness • “Full-range” theory of leadership • FLRM (know them!)

  24. Hierarchy of Transformational Leadership Figure 12.2 Hierarchical Nature of Transformational Leadership Source: Based on Bass (1997).

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

  26. 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

  27. 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

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

  29. 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

  30. 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

  31. Personality & Leadership • One 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

  32. 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:

  33. Cross-Cultural Leadership Studies • Global leadership & organizational behavior effectiveness (GLOBE) • (R. House et al. ‘91) • Large-scale cross-cultural study of leadership by 170 social scientists & management researchers in over 60 countries

  34. Table 12.4: Universal and Culture-Specific Aspects of Leadership

  35. 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

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