Summary of Leadership - MSc Human Resource Management
Chapters:
- Chapter 1: Introduction
- Chapter 2: Trait Approach
- Chapter 3: Skills Approach
- Chapter 4: Behavioral Approach
- Chapter 5: Situational Approach
- Chapter 6: Path-Goal Theory
- Chapter 7: Leader-Member Exchange Theory
- Chapter 8: Transformational Leadership
- Chapter 15: Gender and Leadership
- Chapter 16: Culture and Leadership
- Chapter 13: Leadership Ethics
- Chapter 14: Team Leadership
Articles:
- Acton, B. P., Foti, R. J., Lord, R. G., & Gladfelter, J. A. 2018. Putting emergence
back in leadership emergence: A dynamic, multilevel, process oriented
framework. Leadership Quarterly, 30, 145–164.
- Day, D. V., & Dragoni, L. 2015. Leadership development: An outcome oriented
review based on time and levels of analyses. Annual Review of Organizational
Psychology and Organizational Behavior, 2, 133–156.
- Eagly, A. H., & Karau, S. J. (2002). Role congruity theory of prejudice toward
female leaders. Psychological Review, 109, 573.
- Lemoine, G. J., Hartnell, C. A., & Leroy, H. (2018). Taking stock of moral
approaches to leadership: An integrative review of ethical, authentic, and
servant leadership. Academy of Management Annals, 13.
- Mendenhall, M. E., Reiche, B. S., Bird, A., & Osland, J. S. (2012). Defining the
“global” in global leadership. Journal of World Business, 47: 493–503.
- Samimi, M., Cortes, A. F., Anderson, M. H., & Herrmann, P. (2020). What is
strategic leadership? Developing a framework for future research. The
Leadership Quarterly, 101353.
- Oreg, S., & Berson, Y. (2019). Leaders’ Impact on Organizational Change:
Bridging Theoretical and Methodological Chasms. Academy of Management
Annals, 13, 272-307.
- Wang, D., Waldman, D. A., & Zhang, Z. (2014). A meta-analysis of shared
leadership and team effectiveness. Journal of Applied Psychology, 99, 181.
Lectures:
- Lecture 1 - Leadership basics
- Lecture 2 - Leadership basics II
- Lecture 3 - Leadership emergence, leadership development
- Lecture 4 - Culture & leadership, gender & leadership
- Lecture 5 - Ethics of leadership, strategic leadership
- Lecture 6 - Shared & team leadership
,Chapters
Chapter 1: Introduction
Definition of leadership is hard to establish, because of factors such as growing global
influences and generational differences, leadership will continue to have different meanings
for different people. It has several components:
1. Leadership is a process: not a trait or characteristics, but a transactional event
a. A leader affects and is affected by followers, not linear, one-way event
2. Leadership involves influence: how the leader affects followers
a. Without influence, leadership does not exist
3. Leadership occurs in groups: groups are the context in which leadership takes place
4. Leadership involves common goals: trying to achieve something together
a. Common: leaders and followers have a mutual purpose
Leadership: a process whereby an individual influences a group of individuals to achieve a
common goal
Leaders: people who engage in leadership
Followers: those towards whom leadership is directed
Leaders need followers, and follower need leaders
Leadership described
Two perspectives on leadership: trait vs process
Trait perspective: certain individuals have special innate or inborn characteristics or
qualities that make them leaders
- These qualities differentiate them from nonleaders
- Can be physical factors, personality factors, or other characteristics (intelligence)
Process perspective: leadership is a phenomenon that resided in the context of the
interactions between leaders and followers and makes leadership available to everyone
- Leadership can be observed in leadership behaviors
- Can be learned
Two forms of leadership: assigned and emergent
Assigned leadership: leadership that is based on occupying a position in an organization
- Team leaders, plant managers, department heads, directions
Emergent leadership: when others perceive an individual has the most influential member
of a group or an organization, regardless of the individual’s title
- The assigned leader does not always become the real leader
- Success factors for emergent leadership:
- Being verbally involved
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, - Being informed
- Seeking others’ opinions
- Initiating new ideas
- Being firm but not rigid
- Personality plays a role: dominance, intelligence, confidence (most in men)
- Gender plays a role: women are rated significantly lower than comparable men
- Social identity theory: leadership emergence is the degree to which a person fits
with the identity of the group as a whole
- Individuals emerge as leaders in the group when they become most like the
group prototype
Power
Power: the capacity or potential to influence
- People have power when they have the ability to affect others’ beliefs, attitudes or
course of actions
- Judges, doctors, coaches, teachers
Power is often associated with leadership, but leadership power is declining
- Changes in culture, access to technology, made leaders more transparent
- Result in a decline in respect for leaders and leaders’ legitimate power
6 bases of power, each of these bases of power increases a leader’s capacity to influence
attitudes, values, or behaviors of others
1. Referent power: based on followers’ identification and liking for the leader
a. Teacher who is adored by students
2. Expert power: based on followers’ perceptions of the leader’s competence
a. Tour guide who is knowledgeable about a foreign country
3. Legitimate power: associated with having status or formal job authority
a. Judge who administers sentences in the courtroom
4. Reward power: derived from having the capacity to provide rewards to others
a. Supervisor who compliments employees who work hard
5. Coercive power: derived from having the capacity to penalize or punish others
a. Coach who sits players on the bench for being late to practice
6. Information power: derived from possessing knowledge that others want or need
a. Boss who has information regarding new criteria to decide employee
promotion
In organizations, there are two kinds of power:
- Position power: power a person derives from a particular office or rank in a formal
organizational system
- Includes legitimate, rewards, coercive, and information power
- Personal power: the influence capacity a leader derives from being seen by
followers as likeable and knowledgeable
- Includes referent and expert power
- Power from a domination standpoint: power is conceptualized as a tool that leaders
use to achieve their own ends
- Power from a relationship standpoint: power occurs in relationships
- Used by leaders and followers to promote their collective goals
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, - Focus will be on this type of power
Coercive power: power available to leaders that coerce others, influence others to do
something against their will and may include manipulating penalties and rewards in their
work environment
- Involves the use of threats, punishment, and negative rewards schedules
- Dark side of leadership (Adolf Hitler, Taliban leaders)
- Runs counter to working with followers to achieve a common goal
Leadership is a process that is similar to management in many ways
- Involves both influence
- Entails working with people
- Concerned with effective goal accomplishment
Differences:
- Leadership: traced back to Aristotles
- Created to produce change and movement
- Seeking adaptive and constructive change
- To lead: to influence others and create visions for change
- Leaders: shape ideas instead of responding to them and act to expand the
available options to solve long-standing problems, are emotionally active and
involved, proactive
- Management: emerged in the 20th century, industrialized society
- Created to reduce chaos in organizations, making them more
effectively/efficiently
- Seeking order and stability
- To manage: accomplish activities and master routines
- Managers: reactive, prefer to work with people to solve problems but do so
with low emotional involvement
Chapter 2: Trait Approach
Leadership traits were studied to determine what made certain people great leaders
Theories developed were called great man theories
- Focused on identifying the innate qualities and characteristics possessed by great
social, political, and military leaders
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