56 Cards in this Set
| Front | Back |
|---|---|
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Leader Behavior
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-what a leader does
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Leader Results/Effectiveness
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-consequences of what a leader does
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Leadership
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-gains commitment
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Management
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-gains compliance
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What Leadership is not
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-not seniority/hierarchy based
-not just a title
-not just personality/charisma
-not just management
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Leadership
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-group process that involves interactions between leaders, followers and the situation
-leaders influece task goals, strategies and follower motivation/behavior
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3 approaches
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-trait
-behavioral
-contingency
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Narcissism
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-key ingredient to leader success
--grandiose sense of importance
--lack of empathy
--excessive admiration
--exploitative, manipulative, arrogant
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Narcissism and Leadership
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-positively related to supervisor-rated transformational leadership and "visionary boldness"
-negatively related to "socialized vision," reduced group level info exchange and team performance
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Narcissism and Leadership correlations
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-.16 with leadership emergence: moderated by length of acquaintance
-.-3 with leadership effectiveness, self-report is .29, curvilinear relationship
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Effects of Bad Leaders
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-1/3 of employees report destructive leadership
-costs $23.8 billion for companies due to turnover, absence, reduced performance etc
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Destructive Leadership
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-harmful acts against followers committed by leader, supervisor or manager
-physical, verbal, active, passive, direct, indirect
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GLOBE project
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-understand how societal culture influences leadership and organizational effectiveness
-cultural environment shapes views, expectations, customs regarding power, leadership and leadership styles
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GLOBE Dimensions: Charismatic/value based
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-similar to transformational leadership
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GLOBE Dimensions: Team-oriented
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-team building and common goals among team members
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GLOBE Dimensions: Participative
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-involving others in decision making
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GLOBE Dimensions: Humane-oriented
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-supportive/considerate and compassion/generosity
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GLOBE Dimensions: Autonomous
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-independent and individualistic attributes
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GLOBE Dimensions: Self-protective
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-security of self and group through status enhancement and face saving
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Trait Approach
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-"Some people are just more cut out to be a leader"
-early research, atheoretical
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Resurgence of Trait approach - leadership emergence
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-constructs that predict: intelligence, need for dominance, self-monitoring
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Bono & Judge (2004) Meta-Analysis
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-traits are weak predictors of leadership behavior
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Judge, Colbert, & Ilies (2004) Meta-analysis
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-intelligence is a weak predictor of leadership emergence and effectiveness
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Judge & Cable (2004) Meta-Analysis
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-physical height is a weak predictor of leadership emergence
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Eagly & Karau (1991) Meta Analysis
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-gender is a moderate predictor of leadership emergence
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Behavioral Approach
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"effective leaders enact different behaviors from ineffective leaders"
-strong meta-analytic support/data
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Ohio State studies
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-measured many leader behaviors
-found 2 factors of leader behavior:
-initiating structure (task-focused behaviors)
-consideration (person-focused behaviors)
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Initiating Structure
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-emphasizes meeting work goals & accomplishing tasks, organizing work, communicating work tasks
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Consideration
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-friendly, supportive, caring, asking about where followers live, compassion
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Meta-analytic data for Ohio State Studies (Judge, Piccolo, Ilies; 2004)
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-correlation between consideration/initiating structure r=.14
-non-common method effects are small (consideration has larger common method bias)
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Problems with Ohio State Studies
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-some behaviors don't fit well in either category
-disagreement about whether factors were independent
-effectiveness of behaviors varies across situations
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Contingency Approach
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-"relationship between leader behavior and leader effectiveness depends on situation"
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Fiedler's Theory
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1. Leaders have stable and inflexible leadership style (dispositional)
2. Situation favorability determines leader success
-enhance leader success through: selecting a different leader, changing situation
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Fiedler's Leadership Style
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-leaders are task oriented v. relationship oriented
-measured via Least Preferred Coworker (LPC) Scale, most difficult person to get along with
-low LPC: task oriented
-high LPC: relationship oriented
-LPC has low construct validity
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Fiedler's Situational Favorability
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-Leader-member relations: leader & member get a long well
-task structure: task is structured v. vague
-Position power (of the leader): amount of authority leader has
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Low LPC leaders success
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-situational favorability needs to be very good, not too interpersonal
-can be very bad, all is bad but task is very important
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High LPC Leaders success
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-most successful under moderate situational favorability
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Fiedler's empirical support - Low LPC Leaders
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-perform best in high situational favorability only
-struggle in moderate favorability
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Fiedler's empirical support: High LPC Leaders
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-perform above average in very high situational favorability (not predicted by theory)
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Graen's Leader-Member Exchange (LMX)
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-focus on quality of relationship between leader and member
-partition followers into 2 groups:
-in: favorites, trusted confidants
-out: non-favorites, keep formal relationship
|
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LMX 7
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Seven item questionnaire that provides a reliable and valid measure of the quality of leader-member exchanges.
Meaures 3 dimensions of leader-member relationships:
trust
respect
obligation
|
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Empirical Support for LMX
|
-average correlation between leader and member perceptions of LMX is r=.29
-LMX is correlated with job performance
-some measures have poor discriminant/convergent validity eg. Satisfaction with supervisor
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Liden & Maslyn's new LMX 4 factor Scale
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-affect: mutual interpersonal attraction
-loyalty: mutual amount of public support
-contribution: what each member contributes to the goals of the organization
-professional respect: each member's reputation for excellent work
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Transactional Leadership
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-engage followers in economic, political, or psychological exchange (money, votes, loyalty)
-rewards/punishments
-gets job done
|
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Transformational Leadership
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-leader articulates vision for better future, reframes issues to align with leader's and follower's values, develops followers by giving active roles in the change effort
-inspires
-facilitates change
-positive impact
|
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Transactional leadership fails when...
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-relationship is not mutually beneficial
-honesty, fairness, commitment not valued
|
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Transactional Motivation
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-no close bonds
-only rewards motivate to do work
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Transformational motives
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-persuasion, emotional attachments, inspiration
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Measruing Transactional-formational Leadership: Podsakoff Leader behavior Scale
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-6 factors of transformational leadership:
1. ID & articulate visioin
2. provide appropriate model
3. foster the acceptance of group goals
4. high performance expectations
5. provide individualized support
6. intellectual stimulation
-1 factor of transactional: contingent rewards
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Multifactor Leadership Questionnaire (MLQ) 2 factors of transactional
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-Management by exception (active): leader takes corrective action before follower creates serious difficulties
-Management by exception (passive): corrective action after follower creates problems
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Meta-Analysis for Transactional-formational leadership
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-correlation between transactional/formational is r=.68
-correlation between transformation and laissez-faire (non-leadership) is r= -.5
-correlation between transactional and laissez-faire is r= -.38
-not so different
-non-common method effects smaller, common method effect higher fo…
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Why is transformational leadership related to follower behavior?
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-mediators: LMX, job characteristic perceptions
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Servant Leadership
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-group approach that emphasizes serving others, building community, sharing power and teamwork
|
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4 factors of Servant Leadership
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-Empowering people: motivation based on empowerment
-Humanity: puts one's own accomplishments into perspective
-Authenticity: expresses "true self," consistent)
-interpersonal acceptance: does not judge, understand where people are coming from
|
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Evidence for Servant Leadership
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-self-reported OCB = .37
-self-reported performance = .24
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Ethical Leadership
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-demonstrating normatively appropriate conduct and promoting this to followers through communication, decision making, and reinforcement
-needs more evidence
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PSYC 455: Exam 3