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Summary Working Man-1.7 Problem 4
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Organizational Psychology Working Man 1.7 Summary
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Problem 4Leader: one in charge or boss of other people (transactional= passive active)
Formal: assigned by the organization
Informal: evolved through interaction with groups and over time
Passive: waits until problem occurs before solving it
Active: anticipates problem and acts
Leadership: influencing attitudes, beliefs, behaviors, and feelings of other people
in effort towards goal setting and achievement acritical determinant of
organizational effectiveness.
o Effective leadership: change behavior of followers, goal achieved & satisfied
followers.
GENDER DIFFERENCES
Women more transformational and participative leadership style, more
collaborative.
Men more directive and autocratic style, more often leaders because more
self-confident and assertive +societal pressure.
TRAIT APPROACH:
Who will make a good leader?
Great man theories: take people from history + see what made them great leaders.
o Admirable trait that leader has at singular degree = persistence, optimism.
Meta-analysis : effective and emergent leaders high in Big 5 traits of emotional
stability, extraversion, openness to experience and conscientiousness. ALSO, in self-
confidence, energy, balance and intelligence.
Leader emergence approach: who in a group will become the leader (performance
not assessed)
Leadership effectiveness approach: measure criterion of leadership and job
performance & personal traits of interest (abilities, job experience, motivation and
personality)
Criticism : inconsistent results, ignores situation & different groups, correlation
between trait & leader not verified.
BEHAVIORAL APPROACH: Finding out which leader behaviors are effective what do
good leaders do?
OHIO STUDIES: effects of leaders’ behaviors on subordinates
Consideration: amount of concern supervisors shows for
Subordinates.
initiating structure: org concerns the task.
, Limitations : biases and stereotypes can be affected by subordinate behavior,
questionnaires are biased, attribute desirable behavior to leaders perceived as
effective, sex bias.
Contingency theories : look into the different behaviors a leader shows in different
situations (Ex: in case of a fire--> more important to save people that be concerned
about their feelings)
3 situation aspects: quality of the follower-leader relationship, existence of power in
the relationship, clarity of performance goals
2 types of leaders: task-motivated leaders (initiates structure, finds ways to reach
goals), people-motivated leader (more considerate of the people than task)
2 types of maturity: job maturity (abilities, skills, knowledge), psychological maturity
(self-confidence, self-respect)
LEARDERSHIP STYLES:
Participative/democratic: allow subordinates to have input into decision that affect
them.
Autocratic: supervisor makes decision and announce it to the group.
AUTHENTIC LEADERSHIP: emphasizes genuineness and integrity of leader, usually
accompanied by a life story.
*May be important for transformational leadership.
* Authenticity is hard to learn, easy to lose and hard get it back
CHARISMATIC LEADERSHIP (Bass)
Charisma: personal attribute that hypnotizes followers and compels them to identify
with and worship the leader.
Followers emotionally attached to leader, never question leader’s beliefs, or
actions & see themselves as integral to accomplishment of the leaders’ goals.
Sensitive to opportunity and other’s needs, does unusual things, strategic
vision, personal risk.
(-) may encourage authoritarianism, increases dependence
TRANSACTIONAL LEADERSHIP (Burns):
o Leaders show followers how they can meet their personal goals by adopting
behavior pattern.
o leader who treats his followers in terms of an exchange, giving followers what they
want in return for what the leader needs.
TRANSOFRMATIONAL LEADERSHIP: (Burns)
o Has a relationship with subordinates in terms of motivation,
commitment, influencing & inspiring.
o Articulate a vision for followers and encourage them to pursue it.
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