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Lecture 2
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This is an elaboration of lecture 2 OB. With extra explanations of models and pictures.
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Lecture 2OB
Leadership
Example definitions
- The ability to impress the will of the leader on those led and induce obedience,
respect, loyalty and cooperation (Moor)
- A process whereby an individual influences a group of individuals to achieve a
common goal (Northouse)
Leadership and power
- Positional vs personal power
- Assigned vs emergent leadership
- Formal vs informal leaders
- Authority
Management vs leadership
- Is there a difference?
- Management: planning, budgeting, organizing, controlling and problem solving
- Leadership: guiding, getting people committed, motivate and inspire
Different views on leadership
1. Trait and skills approach
a. Leaders are people with specific characteristics
b. Are leaders born or made?
c. Characteristics: intelligence, self-confidence, determination, integrity,
sociability etc.
d. Skills: technical, human, conceptual (low, middle, upper)
e. Conceptual skill: seeing the bigger picture
f. The big five (things that you were born into, won’t change much over time)
, g. Strong points:
i. Relates to our intuitive need to see our leaders as a special kind of
people
ii. Clear focus
iii. Much research
h. Critique:
i. There is no definitive list of traits and skills
ii. Fails to take situation into account
iii. Little research into outcomes
2. Style approach
a. Aimed at the behavior of leaders
b. Task and relationship behavior
c. Laissez-faire
d. Transactional leadership (control what you do and reward/punish)
i. Contingent reward/punishment
ii. Management by exception (active/passive)
e. Transformational leadership
i. Idealized influence; roll modeling, trust, respect
ii. Inspirational motivation; symbols and words to inspire
iii. Intellectual stimulation; challenge people
iv. Individualized consideration; individualized support
f. In practice, leaders use both transactional and transformational, mixed. It
doesn’t mean you have to choose only one approach, one is not better than
the other
3. Contingency approach
a. Turning your leadership style/behavior to the situation
b. Situational leadership
c. Contingency: leader-member relations (good/poor), task structure
(high/low), position power (strong/weak)
d. Cross-cultural leadership
e. Based on the relationship, the leadership task/style changes (see below) this
is situational leadership
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