Lecture #10: Leadership

Psyc. 4024, Fall 05 Neil Hauenstein

Definition of leadership
Process by which an individual influences a

group of individuals to achieve common goal

Key points

Process Influence Occurs in groups or dyads

Construct confusion
assigned vs. emergent vs. effective leadership leadership vs. power vs. influence leadership vs. management coercion or dark side of charisma

5 Views of leadership
1. Person-Leadership comes from person 2. 3. 4.

5.

characteristics, like traits Behavior-Acting like a leader is the key to leadership Interaction-Leadership is a function of personal characteristics and the situation Transformational Leadership-Leadership requires charismatic leaders who know how to lead Perception-Leadership is a function of followers perceptions

Person theories of leadership

1. Trait Theory 2. Charismatic Approach

Trait theory of leadership

Leaders possess certain traits:

Intelligence Dominance Adjustment Conscientiousness

Charismatic approach
Charismatic Leaders are able to arouse

strong emotions and identification with the leader.

Charismatic leaders have it-but what is it? Charismatic leaders almost always are great communicators

Research is more case-oriented than

systematic

 In a famous 1955

speech, King referred to his audience as people... tired of being pushed out of the glittering sunlight of lifes July and left standing amidst the chill of an alpine November.

Mary Kay Ash You see, a bee shouldnt be able to fly; its body is too heavy for its wings. But the bumblebee doesnt know that and it flies very well. Women come to us not knowing they can fly. Finally, with help and encouragement, they find their wings -and they fly very well indeed.

Classic behavior theories of leadership

All classic behavior theories argue that there

are dimensions of leadership behavior The two most important behavior dimensions are:

person-oriented/conscientiousness behaviors task-oriented/initiating structure behaviors

Research findings of classic behavior theories

Consideration behaviors associated with lower

levels of grievances and high job satisfaction Initiating structure associated with improved task performance but lower job satisfaction

when more consideration behaviors are present, then increased initiating structure doesnt result in lower job satisfaction

Interaction/Contingency theories of leadership

Fiedlers Contingency Theory Path-Goal Theory Leader Member Exchange Theory

Transformational leadership
Unique in that it combines explicitly recognizes

necessary person characteristics, along with behavioral dimensions The transformational leader:

develops trust, admiration, respect, loyalty motivates employees to do more than expected increases awareness of the importance of task outcomes transcends own self interests for that of group activates higher order needs, like self-improvement

Role of charisma in transformational leadership

charisma is a necessary but not sufficient

condition for achieving transformational leadership. followers may identify with a charismatic leaders, but rarely become motivated by one, unless the leader is effective on certain behavioral dimensions

Behavioral dimensions of transformational leadership

Intellectual Stimulation - increasing follower

awareness of problems and look at problems with a new perspective Individualized consideration - providing support and developmental experiences to followers Inspirational motivation - models appropriate behaviors

Steps of transformational leadership

1. create a vision 2. develop a strategy for attaining the vision 3. act as a change agent (sometimes

transformational leaders will create uncertainty so they can achieve change) 4. empower followers and nurture change in them 5. raise consciousness of followers so they transcend self-interests

Research on transformational leadership

Although transformational leadership has

popular appeal, the research support is not that strong. Its not clear that transformational leaders are more effective than other good leaders who are not charismatic.

Implicit leadership theory

Followers, through experience, associate

certain traits and behaviors with leadership

prototype

observe want-to-be leader, if behavior

matches prototype, then seen as leader by follower problem occurs in differentiating actual behavior from prototype

Lord, Foti & Dambrot study

Studied Ohio governors race in the 80s close election two matched samples of voters and students

one group filled out questionnaire pre-election, the other post-election

Questionnaire consisted of prototypical and anti-

prototypical leader traits

Before the election, no difference After election, winner was rated higher on the prototypical traits; the loser higher on anti-prototypical traits