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Summary leadership
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summary of the first part of the minor positive organizational psychology (leadership)
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Probleem 1: leiderschapBronnen:
- Bono & Judge (2004) - breevaart
- Avolio (2009) - howell
- Dvir & shamir (2003) - piccolo
- Arnold
- (duff plaatje en conclusie)
Vignet 1
Ld1: Wat voor verschillende leiderschapsstijlen zijn er?
Bono & judge (2004)
8 dimension of leadership behaviours
Transformational leadership:
1. idealized influence: leaders who have high standards of moral and ethical conduct, who are held in high
personal regard and who engender loyalty from followers.(charisma/morals)
2. Inspirational influence: leaders with a strong vision for the future based on values an ideals. Leaders
stimulate enthusiasm, building confidence and inspiring followers using symbolic actions and persuasive
actions. The idealized influence and inspirational motivation dimensions are highly correlated and are
sometimes combined to form a measure of charism
3. Intellectual stimulation: refers to leaders who challenge organizational norms, encourage divergent thinking,
and who push followers to develop innovative strategies. (creativity)
4. Individual consideration: recognizing the unique growth and developmental needs of followers as well as
coaching followers and consulting with them. (personal growth and needs)
Tranactional leadership:
1. Contingent reward: exchange of resources (goed gedrag beloning)
2. Management by exception active: close monitoring
3. Management by exception passive: only taking action when it is absolutely necessary
4. (Laissez-faire)
Avolio
Traditional meer hierarchie.
Complexity leadership: an interactive system of dynamic , unpredictable agents that interact with each other in
complex feedback networks, which can then produce adaptive outcomes such as knowledge dissemination, learning,
innovation, and further adaptation to change. CAS complex adaptive system
o adaptive (e.g., engaging others in brainstorming to overcome a challenge),
o administrative(e.g., formal planning according to doctrine),
o enabling(e.g., minimizing the constraints of an organizational bureaucracy to enhance follower potential)
Shared leadership : “a dynamic, interactive influence process among individuals in groups for which the objective is
to lead one another to the achievement of group or organizational goals or both. This influence process often
involves peer, or lateral, influence and at other times involves upward or downward hierarchical influence.
(onderzoek van Avolio & bass laat zien dat shared leadership een voorspeller is van positieve performance verder
niet veel onderzocht)
Organisational climate factors that could potentially support more shared leadership in teams:
o shared purpose (collective goals)
o social support
o voice (input)
leader-member exchange(LMX): leaders develop different exchange relationships with their followers, whereby the
quality of the relationship alters the impact on important leader and member outcome. In a recent meta-analysis
reported by Ilies et al. (2007), the authors reported that a higher-quality LMX relationship not only predicted higher
levels of performance, but also organizational citizenship behaviors
o followers in opposite-sex dyads perceived a better LMX quality in comparison with those from same-sex
dyads.
o Veel kritiek p 434
, substitutes for leadership theory: focuses on situational factors that enhance, neutralize, and/or totally substitute
for leadership
servant leadership: 10 characteristics:
1. Listening 6. conceptualisation
2. Empathy 7. foresight
3. Healing 8. stewardship
4. Awareness 9. commitment
5. Persuasion 10. Building community
2 broad categories;
1. Functional attributes: having vision / being honest / role model / empowerment
2. Accompany attributes: good communicator / competent / encouraging / teachers / delegators
Spirituality and leadership: “The ultimate effect of spiritual leadership is to bring together or create a sense of fusion
among the four fundamental forces of human existence (body, mind, heart, and spirit) so that people are motivated
for high performance, have increased organizational commitment, and personally experience joy, peace, and
serenity
Cross-cultural leadership: project GLOBE (global leadership and organizational behavioural effectiveness)
2 approaches:
1. International experience: leaders must have spend time living in different cultures in order to be prepared to
lead
2. Competencies to lead successfully over cultures
Comparative leadership: comparing the effect of leadership in different cultures
The effect of Allocentrism (collective orientation) & Idiocentrism (individual orientation) on the relationship among
leadership (transformational an transactional). Allocentrism reacted more positively to transformational leaders.
Idiocentrism had a more positive reaction to transactional leaders.
e-leadership: leadership where individuals or groups are geographically dispersed and interactions are mediated by
technology
LD2: Wat maakt een goede leider?
Bono & Judge (2004)
Although results provided some support for the dispositional basis of transformational leadership—especially with
respect to the charisma dimension—generally, weak associations suggested the importance of future research to
focus on both narrower personality traits and nondispositional determinants of transformational and transactional
leadership.
5 factor model persoonlijkheid:
1. Extraversion (active / energetic)
2. Neuroticism (negative / emotional distress)
3. openness to experience (creative / resourceful)
4. Agreeableness (cooperative / trusting and kind)
5. Conscientiousness (cautious / self-disciplined / organized)
Avolio
Cognitive functions/self concept
Trigger events activate the leader’s working self-concept. These triggers induce self-focussed attention, self-
assesment.
Structuur en inhoud van zelfconcept
An individual;s level of developmental readiness or one;s capacity or motivational orientation to develop one’s
true potential.
leaders who are more motivated to learn at the outset and who have higher motivation to lead will more likely
embrace trigger events that stimulate their thinking about their own development as an opportunity to improve
their leadership effectiveness
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