MGMT1135 Lecture Notes - Lecture 9: Leadership Studies, Job Performance, Extraversion And Introversion
Week 9 - Leadership Part 1 & 2
Leadership-
Influencing process between leaders and followers to achieve organizational objectives through
change.
Importance of Leadership
1. Leaders are the key players in organizations who lead them either into success or failure
2. Leadership is the art of getting someone else to do something you want done because
he wants to do it.
3. If your actions inspire others to dream more, learn more, do more and become more,
you are a leader.
4. Innovation distinguishes between a leader and a follower
5. A leader is best when people barely know he exists, when his work is done, his aim
fulfilled, they will say: we did it ourselves
Independent and Dependent Variable
Independent Variable (Cause)
Dependent Variable (Effect)
Traits of leaders
Leadership effectiveness
Leader behaviour
Leader emergence
Situational factors
Other leadership outcomes
Trait Paradigm
Constitutes the foundation for the field of leadership studies.
Physical Abilities, Personality, Characteristics
→ Leadership effectiveness, leader emergence
Big Five Model of Personality (OCEAN)
1. Openness to Experience - culture (LINKED TO effective leadership)
2. Conscientiousness - achievement, dependability (LINKED TO overall job
performance)
3. Extraversion - dominance
4. Agreeableness- getting along with people
5. Neuroticism - emotional stability, adjustment
Behavioural Paradigm
1. Focus on leader behaviour and leadership styles
2. Drives from behaviours (outcome of personality traits) and styles (traits, skills and
behaviours)
3 Basic Leadership Styles (Uni of IOWA)
1. Autocratic - directive, orders, followers do not question
2. Democratic - participative, followers help leaders to make decisions
3. Laissez-faire - delegative, leaders do not interfere with decisions
2 Dimensions of Leader Behaviour (Uni of Michigan)
1. Employee orientation
a. Leader underlines personal aspect of work
b. Treats followers as unique, meet personal needs.
2. Task orientation
a. Leader emphasizes technical aspect of work
b. Followers merely tools for completing work.
2 Dimensions of Leader Behaviour (Ohio State Uni)
1. Consideration
a. Trust and respect for group member’s ideas and feelings
b. Followers participate in decision making
2. Initiating Structure
a. Leader defines roles of followers
b. Followers do not question how things got structured
Contingency Models of Leadership “it depends”
Contingency leadership theories try to explain suitable leadership style depending on leader,
followers and the situation.
Normative Leadership Theory and Models
1. Leaders are decision makers
2. Leaders go through a “decision-tree” containing several yes/no questions to decide
whether to make decision alone, alone consulting followers or as a group.
Charisma
Compelling attractiveness or charm that can inspire devotion in others.
Weber’s Conceptualization of Charismatic Leader
- A form of influence (based on follower’s perceptions)
- Leader presents a revolutionary idea where followers accepts this course of
action not because of its likelihood of success but because of an effective belief
in extraordinary qualities of the leader.
Characters:
Single-handedly visualize
mission or course of action
Compels potential followers
because leaders are extraordinarily
gifted
Ability to inspire and build
confidence to followers
Perform acts of heroism
Espouses revolutionary ideas
Possesses oratorical ability
Four Behavioural Attributes
1. Dissatisfaction with status quo
2. Compelling nature of vision
3. Conventional strategies for achieving desired change
4. Realistic assessment of resource needs and other constraints to achieve desired
change
Document Summary
Week 9 - leadership part 1 & 2. Influencing process between leaders and followers to achieve organizational objectives through change. Importance of leadership: leaders are the key players in organizations who lead them either into success or failure, leadership is the art of getting someone else to do something you want done because. If your actions inspire others to dream more, learn more, do more and become more, you are a leader. Innovation distinguishes between a leader and a follower. 4: a leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves. Constitutes the foundation for the field of leadership studies. Other leadership outcomes performance: openness to experience - culture (linked to effective leadership, conscientiousness - achievement, dependability (linked to overall job, extraversion - dominance, agreeableness- getting along with people, neuroticism - emotional stability, adjustment.
