Problem 1
1. Welke leiderschapsstijlen zijn er?
2. Welk gevolg hebben bepaalde leiderschapsstijlen?
1. Avolio, B., Walumbwa, F., & Weber, T. J. (2009). Leadership: Current Theories, Research, and
Future Directions
Don’t learn all the definitions by heart. Try to find the deeper level of the review. The summary points
at the end can help you prioritize the information in the paper. The main strength of the paper is to
my opinion the critical note the authors make about the different theories, research and
measurements.
Abstract
Doel: Het artikel onderzoekt recente theoretische en empirische ontwikkelingen in
leiderschapsliteratuur.
Onderwerpen: authentieke leiderschap en de ontwikkeling ervan, vervolgens een cognitieve
wetenschappelijke aanpak, hierna een nieuwe genre van theorieën; complexity leadership and
leadership that is shared, collective or distributed. Als laatst kijken ze naar werk voor vervanging van
leiderschap, servant leadership, spirituality and leadership, cross-cultural leadership and e-
leadership.
Hoe: kijken naar de rol van relaties door te kijken naar leider – lid uitwisseling en werk over volgers.
Tot slot: kijken naar de toekomst en suggesties.
Introduction
Leadership is not seen as an individual characteristic anymore but as dyadic, shared, relational,
strategic, global and complex social dynamic.
Authentic leadership:
A pattern of transparent and ethical leader behavior that encourages openness in sharing
information needed to make decisions while accepting followers’ inputs.
4 factors
1. Balanced processing: objectively analysing relevant data before making decisions
2. Internalized moral perspective: being guided by internal moral standards to self-regulate
behavior
3. Relational transparency: presenting one’s authentic self through openly sharing information
and feelings as appropriate for situations
4. Self-awareness: demonstrated understanding of one’s strengths, weaknesses, and the way
one makes sense of the world.
these four constructs were discriminately valid from measures of transformational leadership and
ethical leadership and was significant positive predictor of organizational citizenship behavior,
organizational commitment and satisfaction with supervisor and performance.
,This is seen as a kind of transformational leadership: leader behaviours that transform and inspire
followers to perform beyond expectations while transcending self-interest for the good of the
organization.
Critical note: difficult to measure + early stadium research needed for self-concept and well-being
Heritability and leadership
Research suggest that 30% of the variation in leadership style and emergence was accounted for by
heritability. Leadership interventions have a positive effect on work outcomes.
Developing leadership: important is examining how a leaders’ self-concept and or identity is formed,
changed and influences behavior.
Luthans and Avolio: to a large extent, the prior leadership development work was based on a deficit-
reduction model strategy, where one discovered what was wrong with a leader and then worked to
correct deficits in terms of focusing on the leader’s development
Positive organizational behavior: literature that is focusing on positive constructs such as hope,
resiliency, efficacy, optimism, happiness, and well-being as they apply to organizations
Broaden-and-build theory: suggests positive emotions expand cognition and behavioural tendencies,
and encourage novel, varied, and exploratory thoughts and actions
Cognitive psychology and leadership
A broad range of approaches to leadership emphasizing how leaders and followers think and process
information.
Includes: self-concept theory, meta-cognitions and implicit leadership theory.
A more recent development has been an attempt to develop models of leadership cognition;
- lord & Hall (2005) model that emphasizes the leaders’ cognitive attributes or abilities
- Mumfort et al (2003) examined the way shared thinking contributed to leader creativity.
Cognitive constructs
Self-concept: content (evaluations one makes of oneself/self-beliefs) construct (how content is
organized for processing.)
Lord & Brown (2001) presented a model examining two specific ways that leaders can influence the
way followers choose to behave. Values and self-concept.
working self-concept: self-views, current goals and possible selves.
A schema is important in cognitive leadership this is a broad organizing framework that helps one
understand and make sense of a giving context or experience.
first work on cognitive psychology and leadership focused on how implicit theories and
prototypes affected the perceptions of leaders and followers. More recent literature coincide with
emphasis being placed on authentic leadership development.
New-genre vs traditional leadership
,Traditional leadership: leader-follower exchange relationships, setting goals, providing direction and
support and reinforcement behaviors – based on economic cost-benefit assumptions.
New-genre leadership: Symbolic leader behavior: visionary, inspirational messages; emotional
feelings; ideological and moral values; individualized attention; and intellectual stimulation.
Critique: there is more research about new-genre and there needs to be more research to traditional
and how these two actually work , what are the bounding conditions. More methods need to be used
+ not only look at leader also at follower.
charismatic and transformational leadership were the most researched theories over the past 20
years.
Charismatic/transformational leadership: raising foloowers’ aspirations and activating their higher-
order values (atruism) such that followers identify with the leader and his/her mission/vision, feel
better about their work and then work to perform beyond simple transactions and base
expectations. Research:
- positively associated with leadership effectiveness and multiple important organizational outcomes
- performance of transformation leadership: followers formation of commitment; satisfaction;
identification; perceived fairness; job characteristics such as variety, identity, significance, autonomy
and feedback; trust in the leader; how followers come to feel about themselves and their group in
term of efficacy, potency and cohesion.
Complexity leadership theory (CLT)
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 adaption to change.
- leadership can be enacted through any interaction in an organisation and it’s an emergent
phenomenon with complex adaptive systems CAS 3 leadership roles
0 adaptive
0planning
0 enabling
- Organizations cannot be designed with simple rationalized structures that underestimate the
complexity of the context in which the organization must function and adapt.
- Simply viewing the leader and follower in a simple exchange process can’t explain the full dynamics
of leadership.
Future: substantive research is needed, look at different levels (micro, meso, macro)
Shared, collective or distributed leadership
- Day (2004): An emergant state, something dynamic that develops throughout a team’s lifespan and
that varies based on the inputs, processes and outcomes of the team (a team level outcome)
produces patterns of reciprocal influence, which reinforce and develop further
relationships between team members.
, - Pearce & Conger (2003): Dynamic, interactive influence process among individuals in groups for
which the objective is to lead one another to the achievement of group or organizational goals or
both.
overlaps with relational and complexity leadership
differs from more traditional, hierarchical or vertical models of leadership
Research evidence Avolio & Bass: team-level measures of transformational and transactional
leadership positively predicted performance similar to the individual-level measures in previous
research.
Future research: mediators/moderators need to be looked at, influence of external group
LMX leader-member exchange theory
This is a relationship-based approach to leadership that focuses on the two-way (dyadic) relationship
between leaders and followers. It suggests that leaders develop an exchange with each of their
subordinates, and that the quality of these leader–member exchange relationships influences
subordinates' responsibility, decisions, and access to resources and performance. Relationships are
based on trust and respect and are often emotional relationships that extend beyond the scope of
employment. Leader–member exchange may promote positive employment experiences and
augment organizational effectiveness
Future requirements: multicultural measures needed, no good scales
Followership and leadership
A big omissions in theory and research on leadership is the absence of discussions of followership
and its impact on leadership. Leadership researchers treat follower attributes as outcomes of the
leadership process as opposed to inputs, even though there have been a number of calls over the
years to examine the role that followers play in the leadership process.
romance of leadership meindl et al. they argue that leadership is significantly affected by the way
followers construct their understanding of the leader in terms of interpretation of his or her
personality, behaviors and effectiveness.
Substitutes for leadership theory:
The theory states that different situational factors can enhance, neutralize or substitute for leader
behaviors. However there is not enough evidence to support it yet. computer
Servant leadership:
Characteristics are: ; listening, empathy, healing, awareness, persuasion, conceptualization, foresight,
stewardship, commitment and building community (2 BROAD CATEGORIES)
- functional attributes: having vision, being honest, trustworthy, service oriented, a role model,
demonstrating appreciation of others’ service and empowerment.
- accompany attributes: good communicators and listeners, credible, competent, encouraging of
others, teachers and delegators.
- positively related to follower satisfaction, job satisfaction, intrinsic work satisfaction, caring for the
safety of others and organizational commitment
