1. Chapter 13
Psychology Applied to Work®
Leadership

2. 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.
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3. Overview Scientific debate: Leadership vs. management / administration
How important are leaders to leadership?
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4. 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
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5. 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
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6. 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
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7. The Power and Influence Approach
Identification of meaning of power and the tactics of influence
French and Raven’s power types
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8. 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
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9. 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
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10. 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
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11. Full-Range Leadership Theory
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12. 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
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13. 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®

14. 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
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15. 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
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16. 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
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17. 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
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18. 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
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19. 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
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20. 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
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21. 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®