This summary includes all lecture notes and a summary of all mandatory articles. I visualised everything, so the summary is very appealing and almost fun to learn. I put much effort in it to summarise all exam material into 2 A3 pages for each week.
There could be some autocorrect errors because...
Week 1 - Leadership
Trans
Leadership: Styles
Traits Contingency
"A process of social influence whereby a leader steers members of
a group towards the goal" (Bryman, 1992)
40s 40s-60s 60s-80s >
"A process of social influence in which one person is able to enlist the
I
aid and support of others in the accomplishment of a task” (Cheers, Who is the It all
2000) leader? depends on
the situation
What does a V
Goal driven leader do? inspir
Purpose driven
Based on Based on values
rationality
Contingency theories
and ideas, vision
and inspiration Leader
Outcomes
behaviors
The conti
Leaders are both born and made whereas
Situational factor
Trait theories
- Task characteristics
- Follower characteristics
• leadershi
effective
Leaders are born depends
- Characteristics of the leader
Traits: which qualities and personal characteristics differentiate leaders - Characteristics of the environment
from non-leaders?
Personality is not very predictive, but in terms of the big 5 personality Examples of con
framework: Contingency model (Fiedler)
Extraversion Key factor in leadership success is the
Conscientiousness
Openness
} Important
individuals basic leadership style
Premise: leaders are not that flexible in terms
Physical traits: of their behavior → Leadership style is fixed
Height → More likely to be leaders
LPC (least preferred co-worker scale) purports
Overweight → Lower leadership ratings
to measure a person in task or relationship-
Traits are better in predicting emergence, than effectiveness oriented
Traits don't explain leadership. Indirect effect between a
trait and the outcome of leadership
Styles/ behavioural school
Leaders are made
Behavior is directly observable 5
Direct relationship with leadership effectiveness
Motivation hierarchy:
Key assumption: there are universally effective leadership behaviors Low LPC High LPC
How to study leadership behavior? Task-oriented Relationship-oriented
Identify differences in behavior between effective versus Effective in completing Task accomplishment
ineffective leaders tasks is secondary
Ohio State University research
→
Initiating structure: how much a leader emphasizes
Relationship-building is
no priority
Focus on personal
connections
Important for
meeting work goals and accomplishing tasks group/
Focus on
Engage in many different task-related organizational
bottom, after
High → performance
behaviors the top
Consideration: how friendly and supportive a leader Important for T
→ follower Situational favorability
is towards followers
Engage in many different behaviors that satisfaction, Leader effectiveness depends on 3
High → motivation and situational factors:
show supportiveness and concern leader Leader-member relationships: confidence,
University of Michigan Research effectiveness
trust and respect in leader
Identify leader behaviors that contributed to effective group Position power: degree of influence a
performance. Four groups identified: leader has over power variables
Goal emphasis
}
(hiring, promotions, firing)
Behaviors that motivates the Task structure: degree to which
employees to accomplish a task Job-centered job assignments are regimented
Work facilitation Initiating
The more control a leader has, the more
Behaviors that would facilitate structure
favourable the situation
the work
Leader support
}
Behaviors that show concern
Employee-
Interaction facilitation
Behaviors that help to smooth centered
things Consideration
, Trait theory Article 1.1 leadership: past, present
Leader - David V. Day & John Antonakis (2012)
Outcomes
traits Schools of how leadership has changed over the p
1. Trait school of leadership
Behavioral theories Great man, dispositional characteristics
Leader Leader 2. The behavioral school
Outcomes
E
traits behaviors Focus on the behaviors that leaders en
Consideration & initiating structure
2 types of leadership behaviors: 3. Contingency school
Leader Task vs.
Outcomes Fiedler (1967): leader-member relation
traits Relationship
House (1971): leader’s role in clarifying
Contingency theory 4. Contextual school
Task vs. Leadership doesn’t occur in a vacuum, a
Leader
Outcomes 5. Relational approaches
traits Relationship
LMX (leader-member exchange): descr
Situational factor followers
- Task characteristics
- Follower characteristics 6. The sceptics-of-leadership school
- Characteristics of the leader Suggests that what leaders do is large
- Characteristics of the environment
7. The information processing school
Transformational, charismatic and Understanding why a leader is legitimis
meaning-based leadership Inspiration prototypical expectation that followers
8. The new leadership school
Motivation
Task vs. Transformational leadership and charism
Leader
- Outcomes 9. Biological and evolutionary perspectives
traits Relationship
The following areas will be influential in shaping th
Situational factor
- Task characteristics
decade:
- Follower characteristics A. Construct definitions
- Characteristics of the leader B. Process models
- Characteristics of the environment
C. Development
D. The problem of endogeneity
Article 1.2. The forgotten ones?
- Judge, Picollo, Ilies (2004)
Article 1.3. Meaning-based leade
Meta-analysis of the relationship of the Ohio State leadership behaviors with - Van Knippenberg (2020)
leadership. Purpose is to provide a comprehensive examination of the validity of Core role of leadership in organisations is to
Consideration and Initiating Structure. there is no leadership theory that revolves a
Consideration is more strongly related to follower satisfaction, motivation and leader ↳ Meaning-based leadership: leader ad
effectiveness and why this purpose is meaningful
Initiating structure was slightly more strongly related to leader job performance and pursuit of that purpose
group-organizational performance
Core question in leadership research is what
Overall, important support for the validity of Initiating Structure and Considerstion
Organisational pursuit: the foundational obje
in leadership research
Definitions: There is no theory of leadership that revolv
Consideration: the degree to which a leader shows concern and respect for
followers, look out for their welfare and expresses appreciation and support
Initiating structure: degree to which a leader defines and organises his role and the
roles of followers is oriented toward goal attainment and establishes well-defined
patterns and channels of communication
Hypotheses:
1. Consideration will be positively related to (a) follower satisfaction (leader
satisfaction, job satisfaction) and (b) leader performance or effectiveness (leader
job performance, group-organization performance, leader effectiveness)
2. Initiating Structure will be positively related to (a) follower satisfaction
(leader satisfaction, job satisfaction) and (b) leader performance or effectiveness
:
(leader job performance, group-organization performance, leader effectiveness)
3. Compared with Initiating Structure, Consideration will be more strongly related
to follower satisfaction, whereas Initiating Structure will be more strongly related
to leader performance or effectiveness
Consideration was more strongly related to leader
I.
effectiveness, compared to Initiating Structure. When leaders show meaning-based leadersh
4. Validities of (a) Considerstion and (b) Structure will vary by measure of the purpose and that should lead to pur
5. There will be a significant (nonzero) correlation between Consideration and
Initiating Structure
Conveying group-specific understanding mea
Mixed support effect on the shared sense of purpose when
6. The intercorrelation of Consideration and Initisting Structure will vary by for them . Different meaning for sales c
measure
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