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Leadership and Organization Culture EXAM A =SHORT SUMMARY
LEADERSHIP AND ORGANIZATION CULTURE EXAM A = SHORT SUMMARY...............................1
WEEK 1: INTRODUCTION TO LEADERSHIP, ORGANIZATIONS, AND ORGANIZATIONAL CULTURE 2
LECTURE 1: INTRODUCTION TO LEADERSHIP, ORGANIZATIONS AND ORGANIZATIONAL CULTURE.....................................2
CHAPTER 1: THE NATURE OF LEADERSHIP.........................................................................................................4
MAGEE & GALINSKY..................................................................................................................................7
WEEK 2: THE TRAIT, BEHAVIOR, AND CONTINGENCY APPROACH TO LEADERSHIP..................11
LECTURE 2: TRAIT, BEHAVIOR AND CONTINGENCY............................................................................................11
ZHANG ET AL.......................................................................................................................................... 14
VANDEGRIFT & MATUSITZ......................................................................................................................17
MAWRITZ ET AL...................................................................................................................................... 19
CHAPTER 2: LEADERSHIP BEHAVIOUR..............................................................................................................22
CHAPTER 7: LEADER TRAITS AND SKILLS.........................................................................................................27
THOMPSON & GLASO............................................................................................................................. 33
JUDGE, PICCOLO, KOSALKA....................................................................................................................36
WEEK 3: POWER AND INFLUENCE: EMPOWERING AND ABUSIVE LEADERSHIP........................40
LECTURE 3: POWER AND INFLUENCE AND ABUSIVE............................................................................................40
CHAPTER 4: DECISION MAKING AND EMPOWERMENT BY LEADERS.........................................................................43
CHAPTER 6: POWER AND INFLUENCE TACTICS...................................................................................................50
CHEONG ET AL. (2016)...........................................................................................................................59
TEPPER ET AL. (2017).............................................................................................................................61
WEEK 4: THE FULL RANGE MODEL: TRANSFORMATIONAL, TRANSACTIONAL AND PASSIVE
LEADERSHIP......................................................................................................................66
LECTURE 4: THE FULLER FULL RANGE MODEL...................................................................................................66
LIU ET AL................................................................................................................................................ 69
LUNDMARK ET AL................................................................................................................................... 72
ANTAKONIS & HOUSE (2014).................................................................................................................74
KLASMEIER ET AL................................................................................................................................... 76
LI & PATEL.............................................................................................................................................. 79
CHAPTER 8: CHARISMATIC AND TRANSFORMATIONAL LEADERSHIP........................................................................81
WEEK 5: MORAL APPROACHES TO LEADERSHIP AND ORGANIZATIONAL CULTURE.................87
LECTURE 5: MORAL APPROACHES TO LEADERSHIP AND ORGANIZATIONAL CULTURE..................................................87
LEMOINE ET AL.......................................................................................................................................90
LIDEN ET AL............................................................................................................................................ 94
SATTAYARAKSA ET AL............................................................................................................................96
1
, Week 1: Introduction to leadership,
organizations, and organizational culture
Lecture 1: Introduction to leadership, organizations and organizational culture.
Learning Objectives
1. Define leadership and discuss some of the general issues surrounding research on
leadership lecture doesn’t answer the second part of this LO
2. Define the term ‘social hierarchy’, describe its functions and compare status with
power hierarchies
3. Describe the difference between leadership emergence and leadership
effectiveness
Leadership [1]
There is wide agreement on the fact that leadership is a type of influence. The chapter of Yukl discuss
several important issues about leadership (SEE BELOW). Overall, it can be said that leadership means
having an influence over others.
1. Specialized role or shared influence process? are there clear roles like leader and
follower or is influence shared among members, so that leadership is rather a process?
o Role view: all groups have role specialization & leadership role has responsibilities &
functions designated for only one/ few people.
Researchers who view leadership as a specialized role are likely to pay more
attention to the attributes that determine selection of designated leaders, the
typical behavior of designated leaders, and the effects of this behavior on other
members of the group or organization
= clear distinction between leaders and followers.
o Process view: leadership = influence process occurs naturally within a social system
and is diffused among the members.
o Various leadership functions may be carried out by different people who influence what
the group does
o Formal and informal
2. Type of influence process definition of leadership influence should be independent of the
intention of the leader.
o The same outcome can be accomplished with different influence methods and the same
type of influence attempt can result in different outcomes, depending on the nature of
the situation
o Some researchers say the definition of leadership influence is restricted to the control
over rewards and punishments to manipulate followers. However, nowadays that is not
a very popular opinion because the ethical aspect is not taken into account
3. Purpose of influence attempts
o One viewpoint is that leadership occurs only when people are influenced to do what is
ethical and beneficial to the organization and for themselves.
o An opposing view would include all attempts to influence the attitudes and behaviour of
followers in an organizational context, regardless of the intended purpose or actual
beneficiary.
4. Basis of influence, mechanism (influence based on reason or emotions) is it a rational,
cognitive process or an emotional process?
Earlier = only rational aspect & cognitive processes seen as basis of leaders’ influence
Nowadays the emotional and value-based aspects are much more taken into account.
5. How to define leader(ship) success? is a leader successful when their followers are
performing high, when the followers feel well, when the leader is promoted?
6. Purpose or effect?
2
, 7. Leader or manager? Boss? Leader and follower? what is the difference between leading
and managing?
o Defining managing and leading as distinct roles, processes, or relationships may
obscure more than it reveals if it encourages simplistic theories about effective
leadership
8. Direct or indirect (close or distant)? is influence through direct interaction or not? Is the
leader close to the follower or very distant?
o Most theories about effective leadership focus on behaviors used to directly influence
immediate subordinates, but a leader can also influence other people inside the
organization, including peers, bosses, and people at lower levels who do not report to
the leader.
o Examples:
Cascading direct influence of the CEO is transmitted to down the authority
hierarchy
Influence over formal programs, management systems and structural forms
Leader influence over the organization culture, which is defined as the shared
beliefs and values of members
Leadership : process of influencing others to understand and agree about what needs to be done
and how to do it, and the process of facilitating individual and collective efforts to accomplish shared
objectives.
FROM YUKL
Researchers usually define leadership according to individual perspectives and in line with the
aspects related to leadership that they are interested in.
Most definitions reflect the assumption that leadership involves a process whereby intentional influence
is exerted over other people to guide, structure and facilitate activities and relationships in a
group or organization.
Leadership is treated as both a specialized role and a social influence process.
Both rational and emotional processes are viewed as
essential aspects of leadership.
No assumptions are made about the actual outcome of
the influence processes, because the evaluation of
outcomes is difficult and subjective.
Functions of leadership
According to the evolutionary theory of leadership, it has a
couple of functions:
Solving the classic coordination problem they make
the group move into a certain direction
As groups grow you need conflict resolution
o Deciding on punishment and rewards
And also need to know how to manage intergroup
relations
Studying leadership effectiveness
When studying leadership there are a lot of decisions that need to be made:
Operationalizing success
Looking at a narrow or broad focus
Different levels of analysis
Focus on the leader or on the follower?
There are a variety of theoretical approaches that need to be looked at
There is a wide variety of research methods that have been used to study leadership effectiveness.
Among them are the more common methods, such as survey research, observations, interviews or field
experiments.
3
, The most common method is the use of survey research with questionnaires filled out by the leaders
themselves or by subordinates and other people who interact with the leader. They typically
measure how much a leader uses different types of behaviour and researchers examine how a
leader’s pattern of behaviour is related to measures of outcomes influenced by the leader, such as
subordinate satisfaction, task commitment and performance.
Another type of study uses descriptions of leader actions and decisions obtained from observations,
diaries, critical incidents or interviews with leaders and their subordinates or followers.
A third type of study involves the use of experiments in which the researchers assess the effects of
different patterns of leader behaviour on group processes and outcomes.
New methods:
Social networks within organizations to determine which individuals exert influence and
leadership within the network
Implicit measures to tap into automatic cognitive processes that people use without conscious
awareness to describe leaders by using broad classifications
Biosensor methods
Behavioral genetics
Social hierarchy [2] See MAGEE BELOW
Success [3]
Leader emergence looks at who becomes a leader, what qualities make that person become a leader,
whilst leader effectiveness looks at whether the leader is successful
Operationalizing success
You can use objective measures (absenteeism, performance in numbers, etc.) or subjective
measures (follower attitudes, performance in reviews, etc.).
See YUKL 28-29
Chapter 1: The Nature of Leadership
Learning objectives
Understand the different ways leadership has been defined [5] see above
Understand the major types of leadership theories that have been studied [6]
Understand the different ways leadership effectiveness is determined [7]
Understand what aspects of leadership have been studied the most [8]
Indicators of leadership effectiveness [7]
The most common indicators of leadership effectiveness include:
Performance enhancement and goal attainment
Follower attitudes and perceptions of their leader
Leader’s contribution to the quality of group processes (as perceived by followers or outsiders)
Successful career as a leader
Examples of objective measures of performance include: Sales; Net profits; Market share; Return
on investment
Subjective measures of effectiveness include: Ratings obtained from the leader’s superiors peers or
subordinates
It can also be measured through follower attitudes, perceptions and beliefs. It is also occasionally
measured in terms of the leader’s contribution to the quality of the group processes as perceived by
outside observers.
A final type of criterion for leadership effectiveness is the extent to which a person has a successful
career as a leader are they promoted rapidly to positions of higher authority?
4
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