MGMT1002 Lecture Notes - Lecture 5: Transactional Leadership, Role Conflict, Silent Treatment

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1 Jun 2018
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Chapter 5 Leadership
Leadership is the ability to influence a group towards the achievement of a vision or set of goals. The
source of this influence may be formal (provided by managerial leaders) or informal leadership.
Managers vs. Leaders
Organisations need strong leadership and strong management for optimal effectiveness.
Attribution theory of leadership
The attribution theory of leadership states that leadership is merely an attribution that people
make about other individuals. We attribute to leaders intelligence, outgoing personality, strong
verbal skills, aggressiveness and understanding. Employees look for a single individual to be a
leade ad ightl o ogl as esposile fo eteel egatie o eteel positive
performance. Leadership tends to loose importance when organisations have experienced
employees, people with high levels of training or are indifferent to rewards.
Universalist Theories of Leadership
Early trait theory of leadership tried to identify a key characteristic(s) that is displayed by all effective
leaders such as height, gender, confidence, dominance etc.
Earliest and simplest approach
Geat Ma / Geat Woa Belief - Leaders are born with these traits not made and will
arise when there is a need.
Not a theory because it is not testable.
Trait Theories of Leadership (1920s - 1930s 1940s)
Trait theories of leadership consider personal qualities and characteristics that differentiate leaders
from non-leaders. Early trait theories studied the relationship between singular physical and
personality characteristics eg. Personal energy, intellect and leadership emergence/effectiveness.
However, the results were disappointing.
Surge of recent interest 1990s 2000s. No longer looking at single traits but particularly at the Big
Five Personality framework.
Judge & Bono (2000) extraversion and agreeableness were both positively associated with
leadership effectiveness and the big 5 personality characteristics predicted leadership
effectiveness better than narrow/specific traits.
Foti & Hauenstein (2007) high intelligence, high dominance, high global-efficacy and high
self-monitoring were associated with leadership effectiveness.
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SUMMARY -> by taking a complex approach (set of personality traits), traits can predict whether
someone would emerge as a leader. However, it may not necessarily mean the leader will be
effective at getting the group to achieve goals.
Behavioural Theories of Leadership (late 1940s to 1960s)
Behavioural leadership theories propose that specific behaviours differentiate leaders from non-
leaders.
1. The Ohio State studies 1940s: identified 2 important independent dimensions of leader
behaviour. Initiating structure the extent a leader defines and structures his or her role
and the roles of group members to attain goals. (Associated to performance but may reduce
satisfaction and increase turnover) Consideration the extent a leader has job relationships
haateised  utual tust ad espet fo goup ees ideas ad feelings. (Positively
associated with job satisfaction but is generally unrelated or may decease performance) A
high-high leader a leader high in both initiating structure and consideration behaviours,
achieved high subordinate performance and satisfaction, but not in all situations.
Recent research (2004) supports these findings.
2. University of Michigan studies: Same time as Ohio State studies 2 important dimensions of
leadershipbehaviour. Employee orientated emphasised interpersonal relationships and
taking ae of eploees eeds. Production orientated emphasised technical or task
aspects of job. Employee-oriented leaders were associated with high group productivity and
higher job satisfaction. The study concluded that leaders who were employee oriented were
able to get high group productivity and high member satisfaction (generally more effective).
SUMMARY -> Benefit of behavioural theory is that it proves different behaviours are associated with
different outcomes. Hence, individuals can be trained to be leaders through teaching of behavioural
approaches. However, a weakness is that it does not acknowledge that leaders operate in different
situations (lack of context).
Contingency Theories of Leadership
Being an effective leader requires not only an understanding of trait and behaviours, but an
understanding of the situation in which the leader is attempting to lead.
1. The Fiedler model proposes that effective group performance depends upon the proper
ath etee a leades stle of iteatig ith his o he folloes ad the degee to hih
the situation gives the leader control.
- Key was to identify appropriate combinations of style and situation
- LPC (Least preferred co-worker) questionnaire measures whether a leader is task or
relationship orientated: it contained 18 pairs of contrasting adjectives. Respondents had to
think of the person they LEAST enjoyed working with by rating them on a scale of 1 to 8 for
eachof the sets of adjectives.
- High LPC score > 64 respondent was primarily interested in good personal relations with
co-workers (relationship orientated). Low LPC score < 57 respondent was primarily
interested in productivity and getting the job done (task orientated).
- Assumption: leadership style is fixed for each person regardless of the situation.
- 3 key contingency dimensions of the situation: Leader-member relations degree of
confidence, trust and respect employees had for their leader; good or poor, Task structure
degree to which the job assignments were formalised and procedurised and Position
power degree of influence a leader had over power-based activities such as hiring, firing,
discipline, promotion and salary increases; strong or weak.
- Such led to formation of 8 situations 3 very favourable, 3 moderate, 2 very unfavourable
- Found that task oriented leaders performed better in very favourable and very unfavorable
situations, whilst relationship oriented leaders performed better in moderate situations
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Document Summary

Leadership is the ability to influence a group towards the achievement of a vision or set of goals. The source of this influence may be formal (provided by managerial leaders) or informal leadership. Organisations need strong leadership and strong management for optimal effectiveness. The attribution theory of leadership states that leadership is merely an attribution that people make about other individuals. We attribute to leaders intelligence, outgoing personality, strong verbal skills, aggressiveness and understanding. Employees look for a single individual to be a (cid:858)leade(cid:396)(cid:859) a(cid:374)d (cid:396)ightl(cid:455) o(cid:396) (cid:449)(cid:396)o(cid:374)gl(cid:455) as (cid:396)espo(cid:374)si(cid:271)le fo(cid:396) e(cid:454)t(cid:396)e(cid:373)el(cid:455) (cid:374)egati(cid:448)e o(cid:396) e(cid:454)t(cid:396)e(cid:373)el(cid:455) positive performance. Leadership tends to loose importance when organisations have experienced employees, people with high levels of training or are indifferent to rewards. Trait theories of leadership (1920s - 1930s 1940s) Trait theories of leadership consider personal qualities and characteristics that differentiate leaders from non-leaders. Early trait theories studied the relationship between singular physical and personality characteristics eg. personal energy, intellect and leadership emergence/effectiveness.

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