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Work in the 21st Century Chapter 12

2. Module 12.1: The Concept of Leadership. Conceptual Distinctions Leadership effectivenessVS. Leader emergenceResearch indicates that emotional stability, extraversion, openness,

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Work in the 21st Century Chapter 12

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    1. 1 Work in the 21st Century Chapter 12 Leadership

    2. 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. 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. Destructive Leadership 4

    5. 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. 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. 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. Areas of Managerial Responsibility 8

    9. KSAOs of Managerial Levels 9

    10. 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. 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. 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. Motives to Lead 13

    14. 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. 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. Characteristics of Leaders that Have Been Studied 16

    17. 17 “Power” Approach Examines types of power wielded by leaders Reward power Coercive power Legitimate power Referent power Expert power Very practical in orientation

    18. Guidelines on Building and Using Power 18

    19. 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. 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. 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. 22 Behavior Prescriptions in Hersey & Blanchard’s Situational Leadership Theory

    23. 23 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

    24. Guidelines for Participative Leadership 24

    25. 25 Module 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

    26. 26 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

    27. 27 Transformational Leadership (Bass) Bass perceived transformational leadership as building upon transactional leadership in a hierarchy reflecting effectiveness “Full-range” theory of leadership

    28. 28 Hierarchy of Transformational Leadership

    29. 29 Transformational Leadership: Guidelines

    30. 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

    31. 31 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

    32. 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

    33. 33 Module 12.4: Emerging Topics & Challenges in Leadership Research Leadership in a changing workplace Teams/groups Telecommuting Temporary workers Fuzzy boundaries of jobs

    34. 34 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

    35. 35 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

    36. 36 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

    37. 37 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:

    38. 38 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

    39. Universal and Culture-Specific Aspects of Leadership 39

    40. 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

    41. 41 Leadership Attributes by Region and Country Cluster

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