Zusammenfassung
Summary LiO 2023
- Kurs
- Hochschule
This document includes a summary of all lectures and all leadership styles and configurations.
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Lecture 1: IntroductionLeadership in academic research
- Bennis (1959): more than in for any topic in behavioural sciences, more has
been written about leadership, while less is known about leadership.
- Burns (1978): Leadership is one of the most observed and least understood
phenomena on earth.
- Yuki (1989/2010): The field of leadership is presently in a stage of confusion.
Most widely known theories are beset of conceptual weakness and lack of
strong empirical support. Hence, more empirical research is needed.
- Alvesson & Sveningsson (2003): We need to think about the possibility of the
non-existence of leadership as a distinct phenomenon with great relevance for
understanding organisations and relations in workplaces.
Definition of leadership
Stogdill (1950): leadership may be considered as the process of influencing the
activities of an organised group in its efforts towards goal setting and goal
achievement.
Yuki (2010): Leadership is the 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. It is important for
the effectiveness of the organisation.
However, during the years, more focus is put on a shared and more group effort,
including many different factors, and not the effort of only 1 leader! Often, yet,
particularly in mainstream literature and before, it concerns a boss, usually a man,
and his followers.
Different approaches to leadership
Trait approach
Theories that consider personality, social, physical or intellectual traits to differentiate
leaders from non-leaders. Leaders are born with certain attributes to lead, leaders
are not made
- The person’s personality is more important than the kind of organisation it
leads.
- Personality will predict ability to take up such a role.
- Leadership traits are: extraversion, self-confidence, energy level, internal
locus of control.
,Criticism on the trait approach
- Circumstances and situations are not taken into account (contingencies)
- Traits are not universal, since they depend on and are different across
cultures and organisations.
- Attributes associated with the traits are often viewed as male.
- The approach only looks at enabling traits, not at disabling traits like
emotional instability, defensiveness, lack of integrity, no interpersonal skills,
merely technical skills.
Behavioural approach
Theories that consider leadership behaviour to differentiate leaders from non-
leaders.
- Leadership can be made, learned and trained by solving organisational
challenges, learning a set of skills, showing behaviours, and act according to
your competences.
Leadership according to 2 variables: concern for production and concern for
people.
Criticism on the behavioural approach.
- Life experiences and environmental constraints are not taken into account
enough.
- It is unclear how you should develop these behaviours well in an organisation.
- It is largely descriptive, and less analytical nor prescriptive.
- Behaviours and skills required may vary in different contexts.
- It is unclear how an improvement in skill will lead to a corresponding
improvement in performance.
, - According mumford et al. (2000), much has to do with contect and particularly
motivation:
- the willingness of the leader to tackle difficult, challenging organisational
problems
- Willing to exercise influence
- Should be motivated to demonstrate social commitment.
Style approach; university of michigan studies
Leadership style is a combination of traits, skills and behaviours leaders use as they
interact with followers. The alignment with followers is very important here.
Employee-oriented leader
- Emphasising interpersonal relations; taking a personal interest in the needs of
employees and accepting individual differences among members.
Production-oriented leader
- One who emphasises technical or task aspects of the job.
Ohio state studies
Initiating structure: the extent to which a leader is likely to define and structure his or
her role and those of subordinates in the search for task accomplishment
Consideration: the extent to which a leader is likely to have job relationships
characterised by mutual trust, respect for subordinates' ideas, and regard for their
feelings.
Exploitative authoritarian -> Benevolent authoritarian -> Consultative -> participative
, A certain style is applied based on multiple factors with the manager, subordinates
and situation.
- Forces in the manager: what is the background, values, confidence in
subordinates, risk behaviour
- Forces in the subordinate: the need for independence, responsibility,
boundaries and motivation.
- Forces in the situation: organisational type and culture, team coherence, task
complexity and time pressure.
Strengths and weaknesses of the style approach
Skills can be learned and the style can be chosen. This can help organisations to
identify an approach suiting their culture. Also, it is an easy approach; there is a
possibility to develop one style according to the people and task upon which they are
working.
However, it is not clear yet how a leader's style influences the outcome of a given
task. Often the leader will stick to a known style and hardly reflect on style nor easily
change this style. Also, there is no mention of the role of technology and there is little
empirical evidence to back up this approach.
Situational leadership and contingency approach
Theories that consider the situational context in leadership effectiveness. A leader’s
ability is contingent on multiple factors.
(fiedler’s contingency model, cognitive resource theory, path goal theory)
There is a focus on external factors: recognising, understanding and adapting to
these situational factors. Any person can improve their leadership function and the
leading style should be congruent with the demands of the situation. An army is
different from a university for instance.
Hersey & Blanchard: situational leadership
They assume leaders can change their behaviour and should change their style to fit
their followers’ degree of readiness (Willingness to take responsibility and their ability
to perform a task). Therefore it is possible to train leaders to better fit their style to
their followers.
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