Week 1 – Introduction and Leadership
Lecture 1
Leadership definition
- A process of social influence whereby a leader
steers members of a group toward a goal
(Bryman, 1992) 1. Trait theories of leadership (before 40s)
- A process of social influence in which a person - The trait theory suggest that leaders are born
is able to enlist the aid and support of others in - They consider how personality, social,
the accomplishment of a task” (Chemer, 2000) physical or intellectual traits may differentiate
2. Leadership behavior (late 40s – 60s) leaders from non-leaders
- Behavior is directly observable - Personality has not been found to be highly
- Behavior can be more easily be changed predictive, but in terms of the big five
- More direct relationship with leadership personality framework:
effectiveness • Extraversion: found to be most important
- Being able to distinguish (in)effective factor of the big 5 – although it I more
leadership behavior will help us to design predictive of leader emergence than
leadership talent management systems: hire, leader effectiveness: sociable/assertive
develop, and promote the skills necessary for people are more likely to assert
leadership success themselves in group situation
ð Key assumption: there are universally • Conscientiousness and openness to
effective leadership behaviors experience also show quite strong and
Contradictory findings relating behavioral “styles” consistent relationships to leadership
of leadership to relevant outcome: ð While traits can predict leadership, they are
- The most effective leadership style also better at predicting leader emergence than
appears to depend on the criteria used to judge effectiveness
effectiveness ð Also, while traits help us to predict
• Consideration: is especially important for leadership, they don’t help us to explain
follower satisfaction and motivation leadership. There is always an indirect effect
(people oriented) between trait and the outcome of leadership
• Initiating structure is especially important
for group/organizational performance (task-
oriented
,3. Contingency (Late 60s – 80s)
These approaches suggest that the most effective way for a leader to behave (OV) on:
- PV1 Leader: trait, experience, styles, skills
- Moderator - Follower: Capabilities, motivation
- Moderator - Situation: task, environment
The contingency model: Fiedler (1967, 1971) argued that a key factor in leadership success is the
individual’s basic leadership style
,The contingency model:
- Premise: leaders are not that flexible in terms
Situational Favorability
of their behavior => one leader fit all
- The LPC scale could predict leader
ð Specifically, Fiedler argued that leadership
effectiveness reliably if 3 situational factors
style is fixed => we can either craft the situation
are considered:
to our tendencies or choose the right leader for
(1) Leader-member relationship: the degree
a specific situation
of confidence, trust, and respect that
- Somewhat like a trait theory, but the
member have in their leader
effectiveness of the leader is not universal, it
(2) Task structure: the degree to which the
depends on the situation
job assignments are structured (clear and
- He created the LPC (least preferred co-worker
detailed – vague and general)
scale) which purports to measure whether a
(3) Position power: the degree of influence a
person is a task or relationship-oriented
leader has over power-variables, such as
Leader’s motivation hierarchy:
hiring, firing, discipline, promotions and
- Low LPC: Task-oriented, very effective at
salary
completing tasks, quick to organize groups to
ð The theory suggests that the more “control” a
get tasks and projects done, relationship-
leader has, the more favorable the situation
building is not a priority
(the higher the situational favorability)
- High LPC: relationship-oriented, focus on
Assessment of Fiedler’s contingency model
personal connections, good at avoiding and
So leadership effectiveness is contingent upon:
managing conflict, task accomplishment is
- Motivation hierarchy leader
secondary
- Situation favorability (LM relation, task
Motivation hierarchy
structure, and position power)
- Low LPC leaders are primarily motivated by the
What are the positives?
task. If tasks are being accomplished in an
- Considerable evidence supports the model,
acceptable manner, they will move to their
especially if the original eight situations are
secondary motivation – forming/maintaining
grouped into three (most favorable, least
relationships with followers
favorable and the middle ground)
- Conversely, high LPC-leaders are primarily
What are the criticisms?
motivated by relationships. Once these are
- The logic behind the LPC scale is not well
established, they will move on to focus on task
understood
accomplishment
- No flexibility in leaders, is this true? =>
research suggests LPC scores are not stable
- Contingency variables are complex and hard
to determine
4. Charismatic leadership (> 1990 – vision
How do charismatic leadership influence
inspiration)
followers?
A leader can inspire and motivate followers to
1. Leaders articulates an attractive vision –
perform at high levels and to be committed to the
must be inspirational, value-centered,
organization or the leader’s vision => Obama
realizable, and given with superior imaginary
Characteristics:
and articulation
- Have a clear vision and articulation
, - Are willing to take personal risks to achieve 2. Leader communicates high performance
that vision expectations and confidence in a follower’s
- Are sensitive to followers’ needs ability
- Exhibit unconventional behavior 3. Leader conveys a new set of values by setting
Charismatic leaders are likely to be extraverted, an example
self-confident, and achievement-oriented 4. Leader engages in emotion-inducing and
How to become more charismatic? often unconventional behavior to
- Use your passion as a catalyst to stir demonstrate convictions about the visions
enthusiasm Does charisma work well in all situation?
- Speak in an animated voice - Charisma works best when:
- Reinforce your message with eye contact and • There is a lot of stress and uncertainty in
facial expressions the environment
- Gesture for emphasis • The leader is at the upper level of the
- Tap into the emotions of followers organization
- Create an inspirational bond with them • Followers have low self-esteem and self-
worth
5. Meaning-based leadership ( > 2015)
- The purpose of an organization is its most
fundamental objective, which capture to what
ends the organization exists and why this is
meaningful
The core role of leadership in organizations is
mobilizing and motivating people for the pursuit
of the organization’s purpose
• Connect daily tasks and overarching
organization’s purpose
• Deeper significance, beyond just profit or
task completion
Seminar 1 – SITUATIONAL LEADERSHIP THEORY
Situational leadership theory (Paul Hersey
Situational Leadership Theory
and Ben Blanchard)
- Successful leadership depends on selecting the
(1) TELLING: (unable, unwilling) high on
right leadership style contingent on the
initiating structure and low on consideration
followers’ readiness: the extent to which
=> give detailed instruction, describe what
followers are willing (or motivated and confident)
exactly to do => Richard => you decide
and able to perform a given task
(2) SELLING: (unable, willing) high on initiating
ð Different basic assumptions compared to
and high on consideration => giving specific
Fiedler’s contingency model
instructions and oversee performance, also
ð Draw upon Ohio state studies: consideration vs
support followers by explaining why the task
initiating structure as 2 independent dimensions
is important, work on relationship => Will
