Chapter 13 Psychology Applied to Work® Leadership

Learning Objectives Describe the major theoretical approaches to the study of leadership: trait, behavioral, power and influence, contingency, full-leadership model, authentic leadership, servant leadership, implicit leadership, and substitutes for leadership. Understand the points of convergence among the leadership approaches. Describe the dark side of leadership. Explain how leadership is directed toward teams. Understand cross-cultural leadership issues. Understand diversity issues in leadership. Understand the concept of entrepreneurship. Psychology Applied to Work®

Overview Scientific debate: Leadership vs. management / administration How important are leaders to leadership? Psychology Applied to Work®

Theoretical Approaches to Leaderships The Trait Approach The Behavioral Approach The Power and Influence Approach The Contingency Approach Leader-Member Exchange Theory Full-Range Leadership Theory Authentic Leadership Servant Leadership Implicit Leadership Theory Substitutes for Leadership Psychology Applied to Work®

The Trait Approach Are leaders born? Includes extensive list of personality characteristics Research shows characteristics may be associated with leader success, but does not guarantee success Motivation – McClelland’s three leader motives Need for power (authority and influence) Need for achievement (solve problems, attain results) Need for affiliation (affiliate, support, help others) Traits can distinguish effective leaders from ineffective ones Psychology Applied to Work®

The Behavioral Approach Are leaders made? Leadership behaviors identified through research Two independent behavioral dimensions (Ohio State University) Initiating structure (how the work gets done) This factor predicts leader effectiveness Consideration (how leader interacts with workers) This factor predicts individual satisfaction with the leader Effective leader behaviors Monitoring employee’s work and finding a solution Clarifying a problem by delegating to able employees Psychology Applied to Work®

The Power and Influence Approach Identification of meaning of power and the tactics of influence French and Raven’s power types Psychology Applied to Work®

The Power and Influence Approach (cont’d) Possible outcomes from using influence: Commitment Compliance Resistance Individuals differ to the extent they use these various bases of power Gender differences in the use of power Psychology Applied to Work®

The Contingency Approach Considers the situation in which leadership occurs Fiedler's contingency model A leader's effectiveness depends on his/her orientation and situation favorabilty Leader's orientation Task-oriented Relationship-oriented Mix of task-oriented and relationship-oriented Favorability of the situation determined by three factors: Leader-member relations Degree of task structure Leader's position power Situations do matter, and yet they change - so leader adaptability is crucial Psychology Applied to Work®

Leader-Member Exchange Theory Leaders differentiate their followers in terms of: Perceived competence and skill The extent to which they can be trusted Motivation for more responsibility In-group vs. out-group Employees compare LMX relationships with others Updated version of LMX: Leader Motivated Xcellence - exchange relationships in the form of alliances are formed that are mutually beneficial Psychology Applied to Work®

Full-Range Leadership Theory Psychology Applied to Work®

Authentic Leadership Four main components: Self-awareness Focus on leaders being genuine in thoughts and actions Four main components: Self-awareness Relational transparency Balanced processing Internalized moral perspective Psychology Applied to Work®

Servant Leadership Strong emphasis on ethics and leader-follower relationships Servant leaders entice followers to go above and beyond normal task requirements care more about the organization's success than their own success Psychology Applied to Work®

Implicit Leadership Theory Attribution theory of leadership; social information processing theory “The romance of leadership” Follower-centered perspective of leadership Leader effectiveness seen when confirmation of expectations Leadership serves as a symbolic role Psychology Applied to Work®

Substitutes for Leadership Employees seek guidance (structure) and recognition (good feelings) Environmental sources can provide structure to employees Job itself Technology Work unit Other means of self-directing: Peers can provide support Some can attain self-leadership Series of processes or functions Don’t need to be from a person in a formal position Psychology Applied to Work®

Points of Convergence Among Approaches Three consistent themes in leadership research Importance of Influencing and Motivating Importance of Maintaining Effective Relationships Importance of Making Decisions Psychology Applied to Work®

Dark Side of Leadership A look at factors that can make leaders more effective in their absence Some leaders are "toxic" - bad personality (e.g., narcissism, psychopathy) or maladjustment Abusive supervision - bullying by the leader Harm followers as well as the organization and its reputation Toxic triangle of destructive leadership - followers and environment impact toxic leader Conformers vs. colluders Psychology Applied to Work®

Cross-Cultural Leadership Issues GLOBE Project (Global Leadership and Organizational Behavior Effectiveness) major findings: Leader role denigrated vs. romanticized 22 leadership traits that are universally desirable (e.g., foresight) 8 leadership traits are universally undesirable (e.g., irritable) Leadership traits were desirable in some, undesirable in others Different cultures have similar views on leadership Six styles of leadership Charismatic Team-oriented Participative Autonomous Humane-oriented Self-protective Psychology Applied to Work®

Diversity Issues in Leadership Impact of workforce diversity on leadership Gender differences in leadership but no empirical basis for so few women The "glass labyrinth" vs. the "glass ceiling" The role of agentic vs. communal gender roles The issue of "lack of fit" for women in leadership roles Psychology Applied to Work®

Entrepreneurship A business development process requiring leadership skills Six step process Existence of opportunity Discovery of opportunity Decision to pursue opportunity Resource acquisition Entrepreneurial strategy Organizing process Is entrepreneurship different from leadership? High rate of failure for entrepreneurs Psychology Applied to Work®

Concluding Comments Research on “motivation” to lead found people are drawn to leadership by different reasons Three types of people who desire to lead: See themselves as having leadership skills/qualities and are outgoing extraverts who value competition and achievement Agreeable disposition without expecting rewards to flow from leading Motivated by sense of social duty and obligation, whether or not they believe in their own abilities Leadership is a contagious process that can manifest itself throughout an organization Psychology Applied to Work®