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Summary A comprehensive study guide for the course 'leadership studies'
- Instelling
- Erasmus Universiteit Rotterdam (EUR)
A very elaborate summary of all weeks' readings for the course leadership studies.
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Voorbeeld 4 van de 63 pagina's
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1Leadership studies summary
Week 1
Learning goals:
How can leadership be defined?
What is the difference between public and private leadership?
Which approaches are available for studying leadership?
What are transactional and transformational leadership and what are its pitfalls?
Chapter 1
The term leadership is a word taken from the common vocabulary and incorporated into
the technical vocabulary of a scientific discipline without being precisely redefined. As a
consequence, it carries extraneous connotations that create ambiguity of meaning.
Additional confusion is caused by the use of other imprecise terms such as power,
authority, management, administration, control, and supervision to describe similar
phenomena.
Most definitions of leadership reflect the assumption that it involves a process whereby
intentional influence is exerted over other people to guide, structure, and facilitate
activities and relationships in a group or organization.
Views on leadership:
Question: whether leadership should be viewed as a specialized role or as a shared
influence process
- Leadership in terms of an influence process that occurs naturally within a social
system and is diffused among the members. Study leadership as a social
process/pattern of relationship rather than as a specialized role Various
leadership functions may be carried out by different people who influence what
the group does etc. Researchers who view leadership as a shared, diffuse process,
are likely to pay more attention to the complex influence processes that occur
among members, the context and conditions that determine when and how they
occur, the processes involved in the emergence of informal leaders, and the
consequences for the group or organization.
- all groups have role specialization, and the leadership role has responsibilities and
functions that cannot be shared too widely without jeopardizing the effectiveness
of the group.
Type of influence process
- limit the definition of leadership to the exercise of influence resulting in enthusiastic
commitment by followers, as opposed to indifferent compliance or reluctant obedience.
- the abovementioned definition is too restrictive
,2
Purpose of influence attempts:
- leadership occurs only when people are influenced to do what is ethical and beneficial
for the organization and themselves.
- opposing view: leadership includes all attempts to influence the attitudes & behaviour
of followers in an organizational context, regardless of the intended purpose or actual
beneficiary. The domain of leadership processes to study shouldn’t be limited by the
leader’ intended purpose.
Common goal= purpose
Influence based on reason/emotions:
- earlier (until 1980s) leadership was viewed as a reasonable process: leaders influence
followers to believe it is in their best interest to cooperate in achieving a shared task
objective.
- recent conceptions emphasise the emotional aspects of influence more than reason
only the emotional value-based aspects of leadership influence can account for the
exceptional achievements of groups and organisations.
Direct and indirect leadership
- indirect leadership: distinction to help explain how a leader can influence people when
there’s no direct interaction with them.
1. cascading: when the direct influence of the CEO is transmitted down the authority
hierarchy to regular employees.
2: influence over formal programs, management systems and structural forms
programs for recruitment, formal rules & procedures
3: leader influence over the organization culture (shared beliefs and values of members).
Indirect: change organizational structure, reward system etc. Direct: communicating a
vision
- direct leadership: attempts to influence followers when interacting with them or using
communication media to send messages to them e.g. e-mails, speeches
Leadership or management different views:
- can be a leader without being a manager and vice versa
- mutually exclusive and qualitatively different. Some say: managers and leaders cannot
occur within same person: leaders and managers differ with regard to their values and
personalities. Managers value stability, order and efficiency,and they’re impersonal, risk-
averse,and focused on short-term results. Leaders value flexibility, innovation and
adaptation; they care about people as well as economic outcomes, and they have a
longer-term perspective with regard to objectives and strategies. Managers are
concerned about how things get done, and they try to get people to perform better.
Leaders are concerned with what things mean to people, and they try to get people to
agree about the most important things to be done.
- leadership and management distinct roles/processes but not different types of people
Leadership is more long-term.
See p. 6/7 for various definitions of leadership/management
Indirect: getting your ideas out
Book definition: 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.
,3
Indicators of leadership effectiveness:
- extent to which the performance of the team/organization is enhanced and attainment
of goals is facilitated
- objective measures of performance examples: sales, net profits, profit margin, market
share,
- subjective measures a.o.: ratings from superiors, peers or subordinates
- follower attitudes and perceptions of the leader
- occasionally measured in terms of the leader’s contribution to the quality of group
processes,as perceived by followers or by outside observers. Does the leader enhance
group cohesiveness, member cooperation, member commitment, and member
confidence that the group can achieve its objectives?
- the extent to which a person has a successful career as a leader. Is the person
promoted rapidly to positions of higher authority? Does the person serve a full term in a
leadership position, or is he or she removed or forced to resign?
In many cases, a leader has both immediate and delayed effects on the same criterion.
The two types of effects may be consistent or inconsistent.
Inconsistent the immediate outcome may be very different from the delayed
outcomes
Classifying leadership theory & research acc to the type of variable that is emphasized
most. For leadership effectiveness these are:
1) characteristics of leaders
2) characteristics of followers
3) characteristics of the situation
for examples of these characteristics see p.11
, 4
Trait approach: leader is born
- Emphasises attributes of leaders such as personality, motives, values, and skills
- underlying assumption: some people are natural leaders
no actual traits that make people natural leaders
Behaviour approach: leader is made
Leadership effectiveness depends in part on how a manager resolves role conflicts, copes
with demands, recognizes opportunities, and overcomes constraints.
- one group: uses descriptive methods of data collection e.g. direct observation
- other group: survey field study with a behaviour description questionnaire – this group
focuses on identifying +relating leader actions with observable aspects to leader
effectiveness
- small group: laboratory experiments , field experiments or critical incidents to
determine effectiveness
Power influence approach
examines influence processes between leaders and others
- some research takes a leader-centered approach with assumption that causality is
unidirectional seeks to explain leadership effectiveness in terms of the amount and
type of power possessed by a leader and how power is exercised.
- Power is viewed as important not only for influencing subordinates, but also for
influencing peers, superiors, and people outside the organization, such as clients and
suppliers.
- methodology: survey questionnaires to relate leader power to various measures of
leadership effectiveness.
How does it influence people?
what are the sources of power?
Other power-influence research used questionnaires and descriptive incidents to
determine how leaders influence the attitudes and behavior of followers. The study of
influence tactics can beviewedasabridgelinkingthepower-
influenceapproachandthebehaviorapproach. Theuse of different influence tactics is
compared in terms of their relative effectiveness for getting people to do what the leader
wants.
Participative leadership is concerned with power sharing and empowerment of followers,
but it is firmly rooted in the tradition of behavior research as well. Many studies used
questionnaires to correlate subordinate perceptions of participative leadership with the
criteria of leadership effectivenes.
Laboratory and field experiments compared autocratic and participative leadership
styles.
Descriptive case studies of effective managers examined how they use consultation
and delegation to give people a sense of ownership for decisions.
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