Leadership -- Chapter 1

Front 1

Leadership, most comprehensive definition

Back 1

complex phenomenon involving leader, followers,and the situation

comprehensive definition: "the process of influencing an organized group toward accomplishing its goals"

* both a science and an art, both rational and emotional

Front 2

Words describing management vs. words describing leadership

-- difference between the two

Back 2

Management: efficiency, planning, paperwork,procedures, regulations, control, consistency

Leadership: risk taking, dynamic, creativity,change, vision

* leadership is a value-choosing activity, whereasmanagement is not, closely related but distinguishable functions

Front 3

3 Leadership Myths

Back 3

1. Good Leadership Is All Common Sense

* challenge of understanding leadership is whencommon sense applies and when it does not

2. Leaders Are Born, Not Made

* leadership is either innate oracquired. What matters more is how these factors interact

3. The Only School You Learn Leadership From Is TheSchool of Hard Knocks

* formal study and learning from experience complement each other

Front 4

Fred Fiedler

Back 4

first researcher to recognize importance ofleader, follower, situation (he used 3 components to develop contingency modelof leadership)

Front 5

Hollander’s transactional approach to leadership: interactionalframework

Back 5

Leadership is a result of a complex set ofinteractions among leader, followers, situation (many factors influence theprocess)

* Depicts leadership as a function of 3 elements(leader, followers, situation)

* Particular leadership scenario can be examined usingeach level of analysis separately

* Understand process better by examining interactions, represented byoverlapping areas in the figure

Front 6

in-group

Back 6

High degree of mutual influence and attractionbetween the leader and a few subordinates (in-group)

* high degree of loyalty, commitment, and trustfelt toward the leader

Front 7

out-group

Back 7

other subordinates not included in the in-group

* leaders have more influence with in-group followers than out-group, but it comes with a price (if leaders punish followers they risk losing high levels of loyalty and commitment)

Front 8

5 Followership Styles

Back 8

1. Alienated followers: point out negative aspects of the org.

2. Conformist followers: "yes people", can be dangerous if their orders contradict org. policy

3. Pragmatist followers: not committed to group goals, but don't make waves, mediocre performers

4. Passive followers: rely on leader to do thinking, work lacks enthusiasm and initiative

5. Exemplary followers: independent, innovative, willing to stand up (leaders should create conditions to encourage these behaviors)

Front 9

Heroic theory

Back 9

Most EARLY research on leadership was based onthe assumption that leadership is a general personal trait expressedindependently of the situation in which the leadership is manifested

* largely discredited, but represented dominantway of conceptualizing leadership for a long time

Front 10

6 differences between men and women in leadership roles

Back 10

1. women's trust in each other tends to decease when work situations become professionally risky

2. outgrowth of a consensus/team orientedleadership approach

3. Better listeners

4. More empathetic, less analytical

5. More people oriented, less aggressive in pursuit of goals

6. Women describe themselves in transformational terms (influence thru charisma and interpersonal skill)

-- vs. men (transactional) influence through organizational position and authority

Front 11

Interactive leadership

Back 11

approach based on enhancing others’ self-worthand believing that the best performance results when people are excited abouttheir work and feel good about themselves

-- in women: developed due to women' socialization experiences and career paths (women social role of cooperative, supportive, understanding), women had to learn to accomplish work without reliance on formal power and use socially acceptable behavior to survive organizationally

Front 12

4 factors that explain the shift toward more women leaders

Back 12

1. women themselves have changed

2. leadership roles have changed (trend towards less stereotypically masculine characterizations of leadership)

3. organizational practices have changed (laws against gender-based discrimination

4. culture has changed

Front 13

Glass cliff

Back 13

Challenge for women: refersto the intriguing finding that female candidates for an exec position are morelikely to be hired than equally qualified male candidates when anorganization’s performance is declining

Front 14

5 Rules for Effective Leadership

Back 14

* ALWAYS assess leadership in the context of the leader, followers, and the situation

1. A leader may need to respond to variousfollowers differently in the same situation

2. A leader may need to respond to the samefollower differently in different situations

3. Followers may respond to various leaders quitedifferently

4. Followers may respond to each other differentlywith different leaders

5. Two leaders may have different perceptions ofthe same followers or situations

CONCLUSION: the right behavior in one situation is not necessarily the right behavior in another situation