lecture #10 leadership

7/31/2019 Lecture #10 Leadership

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Lecture #10: Leadership

Psyc. 4024, Fall 05

Neil Hauenstein


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Definition of leadership

Process by which an individual influences agroup of individuals to achieve common goal Key points

Process Influence

Occurs in groups or dyads


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Construct confusion

assigned vs. emergent vs. effective leadership

leadership vs. power vs. influence

leadership vs. management

coercion or dark side of charisma


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5 Views of leadership

1. Person-Leadership comes from personcharacteristics, like traits

2. Behavior-Acting like a leader is the key to

leadership3. Interaction-Leadership is a function of

personal characteristics and the situation

4. Transformational Leadership-Leadershiprequires charismatic leaders who know howto lead

5. Perception-Leadership is a function of

followers perceptions


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Person theories of leadership

1. Trait Theory

2. Charismatic Approach


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Trait theory of leadership

Leaders possess certain traits: Intelligence

Dominance

Adjustment Conscientiousness


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Charismatic approach

Charismatic Leaders are able to arousestrong emotions and identification with theleader.

Charismatic leaders have it-but what is it? Charismatic leaders almost always are greatcommunicators

Research is more case-oriented than

systematic


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In a famous 1955

speech, King referred to

his audience as

people...

tired of being pushed

out of the glittering

sunlight of lifes July and

left standing amidst the

chill of an alpineNovember.


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Mary Kay Ash Yousee, a bee shouldnt beable to fly; its body istoo heavy for its wings.

But the bumblebeedoesnt know that andit flies very well.

Women come to usnot knowing they can

fly. Finally, with helpand encouragement,they find their wings --and they fly very wellindeed.


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Classic behavior theories ofleadership All classic behavior theories argue that there

are dimensions of leadership behavior The two most important behavior

dimensions are: person-oriented/conscientiousness behaviors task-oriented/initiating structure behaviors


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Research findings of classicbehavior theories

Consideration behaviors associated with lowerlevels of grievances and high job satisfaction

Initiating structure associated with improved

task performance but lower job satisfaction when more consideration behaviors are

present, then increased initiating structuredoesnt result in lower job satisfaction


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Interaction/Contingency theories ofleadership

Fiedlers Contingency Theory

Path-Goal Theory

Leader Member Exchange Theory


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Transformational leadership

Unique in that it combines explicitly recognizesnecessary person characteristics, along withbehavioral dimensions

The transformational leader: develops trust, admiration, respect, loyalty

motivates employees to do more than expected

increases awareness of the importance of taskoutcomes

transcends own self interests for that of group

activates higher order needs, like self-improvement


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Role of charisma in transformationalleadership

charisma is a necessary but not sufficientcondition for achieving transformationalleadership.

followers may identify with a charismaticleaders, but rarely become motivated by one,unless the leader is effective on certainbehavioral dimensions


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Behavioral dimensions oftransformational leadership

Intellectual Stimulation - increasing followerawareness of problems and look at problemswith a new perspective

Individualized consideration - providingsupport and developmental experiences tofollowers

Inspirational motivation - models appropriatebehaviors


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Steps of transformationalleadership1. create a vision

2. develop a strategy for attaining the vision

3. act as a change agent (sometimes

transformational leaders will createuncertainty so they can achieve change)

4. empower followers and nurture change in

them5. raise consciousness of followers so they

transcend self-interests


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Research on transformationalleadership

Although transformational leadership haspopular appeal, the research support is notthat strong.

Its not clear that transformational leaders aremore effective than other good leaders whoare not charismatic.


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Implicit leadership theory

Followers, through experience, associatecertain traits and behaviors with leadership prototype

observe want-to-be leader, if behaviormatches prototype, then seen as leader byfollower

problem occurs in differentiating actualbehavior from prototype


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Lord, Foti & Dambrot study

Studied Ohio governors race in the 80s close election

two matched samples of voters and students

one group filled out questionnaire pre-election, theother post-election

Questionnaire consisted of prototypical and anti-prototypical leader traits Before the election, no difference

After election, winner was rated higher on theprototypical traits; the loser higher on anti-prototypicaltraits

lecture #10 leadership

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