Samenvatting
Leadership and Coaching - Summary of Problem 3, 4, 5
Includes problem 3, 4, 5.
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Learning GoalsProblem 3 When is leadership more or less effective?
● Article - howell. substitute for leadership.
What is the role of physical distance?
What is the role of follower characteristics?
Problem 4 What is shared leadership?
Is shared leadership effective?
How is shared leadership related to vertical leadership?
Problem 5 How do followers affect the leader's behavior?
What can leaders do to improve their leader behavior?
How is the personality of a leader related to his / her behavior?
Is transformational leadership born rather than made?
Problem 3
Hamstra - Transformational-Transactional Leadership Styles and Followers’ Regulatory
Focus
About
● Proposes a regulatory fit between leadership styles and followers’ self-regulatory
preferences which may reduce followers’ turnover intentions.
Introduction
● Followers’ willingness to stay in their organization contributes to maintaining a
stable and well-functioning workforce.
● The leader’s influence on the way followers attain goals can mitigate employees'
intention to leave their organization.
● Regulatory Fit: The match between an individual's regulatory orientation and the
strategy used to sustain it. It means that individuals are goal-striving in a way that
sustains their self-regulatory preference to attain goals. It is the “right” intuition
about what they are doing and makes them attach more value to the activity.
○ Leaders do encourage goal-striving behavior, and different styles of
leadership behavior may be seen as encouraging followers to employ distinct
self-regulatory means.
○ If a follower experiences a fit with their leader’s style, they may attach more
value and importance to their work → less likely to leave the organization.
, ● The study examines transformational and transactional leadership styles, and
followers’ turnover intentions while considering the moderating role of followers’
self-regulatory focus.
● Transformational leadership may encourage followers to carry out their work in a
promotion-focused manner, and may elicit a fit for those who prefer to use
promotion means of self-regulation.
● Transactional leadership may encourage followers to carry out their work in a
prevention-focused manner and may elicit a fit for those who prefer to use
prevention means of self-regulation.
Hypothesis
1. Transformational leadership negatively relates to turnover intentions for
promotion-focused followers.
2. Transactional leadership negatively relates to turnover intentions for
prevention-focused followers.
Method
Participants and Procedure
● 104 psychology students, 81 percent female, with jobs.
● Online survey about their jobs and supervisors. Includes measures of leadership
styles, turnover intention, and regulatory focus.
Measures: Transformational and transactional leadership, turnover intention, regulatory
focus. For regulatory focus items measured promotion focus and prevention focus.
Results
● Supports H1 and H2.
Discussion
● Transformational leadership negatively related to turnover intentions for highly
promotion-focused followers, but not for those low in promotion focus;
transactional leadership negatively related to turnover intentions for highly
prevention-focused followers, but not for those low in prevention focus.
● First study to link regulatory fit to turnover intentions.
Howell - The Ties That Bind: The Impact of Leader-Member Exchange, Transformational
and Transactional Leadership, and Distance on Predicting Follower Performance
Notes for this are in the first meeting document.
● When you get closer/proximity TFL is enhanced. Distance is a neutralizer.
● Passive management-by-exception is more detrimental in close proximity than distance.
Physical proximity exposes followers to perceived arbitrary punishment which affects
their job performance. Because with distance it makes more time for the leader to
, respond and the meantime the problem can be solved by the follower without the leader
noticing.
●
Howell - Substitutes For Leadership: Effective Alternatives to Ineffective Leadership
Introduction
● Earliest assumption (trait theory) about leaders is that they possessed some traits
that others didn’t. Since it is hard to adopt traits, poor leaders were replaced as a
solution. Even though researchers haven’t identified any traits, replacement is a
popular method.
● In 1940’s the focus shifted to the relationship between the leader and followers.
Effective leaders provided a strong direction and support while encouraging
subordinates to participate in important decisions. This allowed for an additional
method; changing the leader’s behavior through training.
● Strong positive path between active management-by-exception and follower
performance when they are close shows that the performance may enhance when
the leader clarifies the goals, monitors the follower closely and immediately takes
corrective action. It can also stem from the company’s culture which has historically
accepted correction of employees’ behavior as a common practice.
● LMX positively affects follower performance irrespective of physical distance.
● Transformational, both of the transactional leadership styles and follower
performance were moderated by physical distance.
○ Which shows that transformational leadership yields better performance
results only in close situations.
Situational Theories
● There are no traits or behaviors that automatically create effective leadership. The
fit between a leader’s style and the situation they face is important. A leader can be
effective in one situation and not be in the other.
● Effective leaders must correctly identify the behaviors each situation requires and
switch between those depending on the situation.
○ For this the leader must be flexible and have the diagnostic skills. If not they
should be trained, replaced or change the situation so that the fit is
improved.
● Not supported.
Substitutes for Leadership
● Sometimes the subordinates attributes, tasks, organizations that provide task
guidance and incentives can be a substitute to leaders because they perform at high
capacity by themselves.
● 4 subs.
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