MGHB02H3 Chapter Notes - Chapter 9.7-9.8: Servant Leadership, Organizational Culture, Transactional Leadership
9.7 Discuss the new and emerging theories of leadership including empowering leadership, ethical
leadership, authentic leadership, and servant leadership
Empowering leadership: implementing conditions so that employees share power through participation
and greater autonomy; overall promoting meaning in the work, employee competence, self-
determination and impact
Improves performance and helps facilitate creativity
Ethical leadership: demonstration of traits though actions and interpersonal relationships that promote
ethical behaviour (openness, fairness, honesty); includes punishment and rewards based on ethical
behaviour
Positive evaluations of leader, job attitudes and performance and increased trust in leader
Leaders influence how important ethics is to organizational culture by setting ethical standards
Authentic leadership: leaders behave consistently with their internal values and beliefs, leading to the
development of trust between leader and followers as they are perceived to be fair and open about
their decision making
Distinct related behaviours
oSelf-awareness (how they impact others)
oRelational transparency (present themselves in an open and honest manner)
oBalanced processing (removal of personal bias when making decisions and consider
opposing views)
oInternalized moral perspective (exhibit behaviour consistent with internal values, resist
social pressure to deviate from their values)
Authentic leaders have higher commitment, satisfaction and exhibit OCBs
Increases psychological capital in a group and trust among members
Servant leadership: leaders show concern for follower needs and well-being and encourages them to
reach their potential
Key characteristics
oEmpowering and developing people: employees are viewed with intrinsic value
oHumility: leader seeks contribution from others and supports them
oAuthenticity: behaves congruently with their internal values
oInterpersonal acceptance: leader feels empathy and creates an accepting atmosphere
oProviding direction: clarifying expectations and considers employee ability and needs
when providing direction
oStewardship: focus on service and encouraging others to act for the group
Increases trust, employee satisfaction, commitment, OCBs, perceptions of fairness and creative
performance
9.8 Describe gender differences in leadership, and explain why women are under-represented in
leadership roles in organizations
Women tend to have more participative or democratic leadership styles
oBetter social skills
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Document Summary
9. 7 discuss the new and emerging theories of leadership including empowering leadership, ethical leadership, authentic leadership, and servant leadership. Empowering leadership: implementing conditions so that employees share power through participation and greater autonomy; overall promoting meaning in the work, employee competence, self- determination and impact. Ethical leadership: demonstration of traits though actions and interpersonal relationships that promote ethical behaviour (openness, fairness, honesty); includes punishment and rewards based on ethical behaviour. Positive evaluations of leader, job attitudes and performance and increased trust in leader. Leaders influence how important ethics is to organizational culture by setting ethical standards. Authentic leadership: leaders behave consistently with their internal values and beliefs, leading to the development of trust between leader and followers as they are perceived to be fair and open about their decision making. Authentic leaders have higher commitment, satisfaction and exhibit ocbs. Increases psychological capital in a group and trust among members.
