Samenvatting
Leadership and Coaching - Summary of Problem 1, 2
Includes problem 1 and 2 for meeting 1 with the learning goals
[Meer zien]Voorbeeld 4 van de 41 pagina's
Voorbeeld 4 van de 41 pagina's
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Door: anyasdr • 11 maanden geleden
Voorbeeld van de inhoud
Learning GoalsProblem 1 What are the different leadership styles? (transformational…)
How can leadership be categorized? (image on top)
What are the differences and similarities between those styles?
a. Howell & Hall
b. Smith, Montago & Kuzmenko
What are the outcomes of different leadership styles?
Problem 2 What are the mediators (e.g. trust) between transformational leader styles and
followers outcomes?
Problem 1
Avolio - Leadership: Current Theories, Research and Future Directions
(Focus on the deeper level, authors notes and criticisms, pay attention to summary points)
Authentic Leadership
Definition: Transparent, ethical behavior, encourages openness in sharing info needed to make
decisions, accepts inputs from followers. Balanced processing, internalized moral perspective,
relational transparency and self-awareness. “A process that draws from both positive
psychological capacities and a highly developed organizational context, which results in both
greater self-awareness and self regulated positive behaviors on the part of leaders and
associates, fostering positive self development.”
● Criticized, needs more evidence to construct validity and show how it is related to its
nomological network.
Authentic Leadership Development: It is hard to find evidence-based leadership development -
how can one become a leader using a specific theory. Needs more research, especially on
self-concept and individual’s development readiness.
● Heritability and Leadership: Are we born leaders or do we develop into one? Twin study.
30% of variation in leadership is accounted for by genes, the rest is due to environmental
factors.
, ● Examining Evidence for Positive Leadership Interventions: Did experimental
interventions impact leadership development? Yes even when it is for a day.
Cognitive Psychology and Leadership
Definition: Focuses on explaining the way leaders and followers think and process information.
● Recent developments are trying to develop leadership cognition models.
● Future focus needs to be on linking self-concept and meta-cognitive theories to research
on leadership.
Emerging Cognitive Constructs: Recent literature on several constructs.
● Self-Concept: What constitutes (composes) the self-concept. Divided into structure of it
and its contents. They found that while measures of pluralism on self-concept are not
related, unity in self-concept measures are moderately related.
● Influencing Behaviors: Leaders can influence followers’ behaviors in terms of the
motivations they use to regulate actions/behaviors. It relates to values and followers'
self-concept.
● Schema: Transformational and transactional leaders use different schemas to interpret
events, which then results in the choice of different leadership behaviors in response to
those events.
Prototypical Abstractions of Leadership: Research on social identity formation focuses on
prototypicality. Found that followers may be drawn to leaders who are exemplars of groups they
belong to or want to join.
New-Genre Leadership
Definition: Past 25 years, focused on models that emphasized symbolic leader behavior,
visionary, inspirational messages, emotional feelings, ideological and moral values,
individualized attention, intellectual stimulation. Influences positive attitudes, behaviors,
performance.
● Charismatic/transformational leaders (new-genre) inspire their followers and activate
their higher-order values, work to perform beyond simple transactions and base
expectations. This leadership style is positively associated with leadership effectiveness,
and important organizational outcomes.
● Followers perceive better satisfaction, commitment, identification, perceived fairness,
significance, autonomy, trust in leaders…
,Difference Between New-Genre and Traditional Leadership: Traditional focuses on
transactional models (exchange between leader and follower). Traditional models only account
for small variance in performance outcomes. Focuses on economic cost-benefits.
Boundary Conditions: Contextual variables, follower dispositions (efficacy, physical and
structural distance, perceived environmental uncertainty, social networks, technology, cultural
orientations).
Future Focus: Needs to be on what determines or predicts charismatic/transformational
leadership, processes and boundary conditions, moderating and mediating mechanisms that
link charismatic/transformational leadership to follower outcomes. Linking leadership to
emotions. Charismatic leadership at the organizational level.
Complexity Leadership
Definition: Uses complexity theory. Leadership is viewed as 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. Leadership can be put into practice through any interaction in the
organization.
● Previous models accommodate hierarchical structures of organizations which makes the
model hierarchical too, it doesn’t capture the dynamic organizations nowadays.
Difference Between Traditional vs. Complexity Leadership Theory (CLT): With traditional the
focus is on the leader and follower. The fundamental unit in CLT is CAS (complex adaptive
system). It is composed of interdependent agents that can operate simultaneously on the basis of
certain rules. Three roles are adaptive, administrative, and enabling.
Future Focus: Lacks substantive research.
Shared, Collective Or Distributed Leadership
Definition: No hierarchical levels, team-based structures, team members collectively lead each
other, it is emergent-something that develops throughout a team’s lifespan and varies. Focuses
on groups.
Future Focus: It’s recent so more research is required. Lack of agreement on the definition.
Boundary conditions, mediators, moderators, environment which teams function
Leader-Member Exchange (LMX)
Definition: Focuses on the relationship between leader and follower. Leaders develop different
exchange relationships with their followers, and the quality of the relationship affects outcomes.
Leadership occurs when there are effective LM relationships.
, ● Literature looks at antecedents and consequences. High quality LMX predicts higher
level performance and OCB. Impact on gender, LM relationship as a moderator/mediator
of performance.
Future Focus: Measurement of LMX/scales are developed without logic or theory. Doesn’t
acknowledge that each LM relationship occurs within a system of other relationships. Assumes
that people evaluate their own LMX relationship. Oversimplified in some aspects. Correlation
designs. Doesn’t include objective measures of performance. Cultural differences.
Followership and Leadership
● Followers' role in the leadership process.
● Romance of leadership is the tendency to romanticize their perceptions of
transformational/charismatic leadership. It doesn’t explain much in leadership.
● Followers’ self-concept clarity and collective identity is important to determine how they
form charismatic relationships.
Focus Needed: How does followers affect leader selection.
Substitutes for Leadership
● Situational factors.
● Not enough research/support.
Servant Leadership
Definition: A servant leader’s characteristics are listening, emphasizing, healing, awareness,
persuasion, conceptualization, foresight, stewardship, commitment, and building community.
They have functional and accompany attributes. Functional ones are being honest, vision, role
model, service oriented. Accompany ones are good communication, listening, credible,
competent.
Future Focus: Little evidence. More follower-centric approach.
Spirituality and Leadership
● Spiritual leadership is defined as comprising the values, attitudes, behaviors that are
necessary to intrinsically motivate one’s self and others.
Cross-Cultural Leadership
● Project Globe: Global leadership and organizational behavioral effectiveness. Analyzes
cross-cultural leadership and examines the beliefs that different cultures have about
effective leaders.
● Global Leadership: Defining global leadership. Approaches focus on international
experiences or competencies of the leader.
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