ntroduction to Industrial and Organizational Psychology
momo2199
ch121.ppt*
Work in the 21st Century
Chapter 12
Leadership in Organizations
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Module 12.1: The Concept of Leadership
Conceptual Distinctions
Leadership effectiveness
vs.
Leader emergence
Research indicates that emotional stability, extraversion, openness, & conscientiousness “+” correlated with leader emergence
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Problem of Defining
Leadership Outcomes
Leadership has been variously credited with many different achievements
Problem in choosing which outcome to examine & which time frame to consider
There is typically lag time between actions by a leader & outcomes of those actions
Figure 12.1: Toxic Triangle of Destructive Leadership
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SOURCE: Padilla et al. (2007)
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Abusive Supervision
Defined as non-physical forms of hostility or aggression carried out by managers against employees who report directly to them (Tepper, 2007).
Employees who perceive their supervisors to be abusive are more likely to have lower job satisfaction, lower organizational commitment, & higher psychological distress.
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Leader vs. Manager or Supervisor
Leader
Individual in group given task of directing task-relevant group activities or, in absence of designated leader, carries primary responsibility for performing these functions
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Leader vs. Manager or
Supervisor (cont’d)
Attempts at leadership
Attempted leadership
Successful leadership
Effective leadership
Manager or supervisor deals with what is to be done
Leadership deals with how it is to be done
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Blending of Managerial &
Leadership Roles
Leadership previously seen as “icing on the cake” in managers
Modern approaches blend many managerial duties with expectations of what represents effective leadership
Borman & Brush’s taxonomy of managerial performance requirements
Connection b/w leadership & mgmt. very clear
Table 12.1: Areas of
Managerial Responsibility
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Leader Development vs.
Leadership Development
Leader development
Develops, maintains, & enhances individual leader attributes
Leadership development
Concentrates on leader-follower development
Leadership as social exchange
Interpersonal competence
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Motivation to Lead
Power motive
Exercise of control over others or environment is pleasing
Activity inhibition
Describes person who is not impulsive
Affiliation need
Need for approval or connections with others
Those with leadership aspirations tend to have high power motive + high activity inhibition + low affiliation needs
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Motivation to Lead (cont’d)
Motives to lead
Affective-identity → Desire for control
Instrumental → Personal benefits
Social-normative → Duty to lead
Bottom line: There are multiple motivations to lead besides the need for power & control
Table 12.2:
Motives to Lead
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Module 12.2: Traditional
Theories of Leadership
“Great Man” theories
Life of respected leader examined for clues leading to his/her greatness
Often focused on a galvanizing experience or admirable trait
Tend to be of little value from the perspective of I-O psychology
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Trait Approach
Prevalent in 1920s & 1930s
Attempted to show that leaders possess certain characteristics that non-leaders do not
No consistent relationships between traits & leader effectiveness were found
Table 12.3: Some Characteristics of Leaders that Have Been Studied
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“Power” Approach
Examines types of power wielded by leaders
Reward power
Coercive power
Legitimate power
Referent power
Expert power
Very practical in orientation
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Behavioral Approach
Ohio State University studies
Behavioral approach
Focused on kinds of behavior engaged in by people in leadership roles
2 major types of behavior
Consideration
Initiating structure
Represented a leap forward
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Behavioral Approach
University of Michigan studies
Focused more on dynamics of how leaders & groups interacted
Task-oriented behavior
Similar to initiating structure
Relations-oriented behavior
Similar to consideration
Participative behavior
Represented another step forward in leadership research
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Contingency Approach
Proposed to take into account the role of the situation in the exercise of leadership
Hersey & Blanchard’s situational theory
Proposed leadership depended in part on maturity of subordinate
Job maturity
Psychological maturity
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Consequences of Participation: Vroom-Yetton Model
Decision rules regarding participation
Assumes that one of most important duties of leader is to make decisions
Suggests way to choose a decision-making strategy
Implication that group decision-making is not always appropriate
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Module 12.3:
New Approaches to Leadership
Leader-member exchange (LMX) theory
Leaders adopt different behaviors with individual subordinates
In-group members vs. out-group members
Recent revisions describe “life-cycle” of a leader-follower relationship
C Squared Studios/Getty Images
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Transformational Leadership (Burns)
Behavior of inspirational political leaders who transform followers by appealing to nobler motives (MLK Jr. & Gandhi)
4 general strategies
Inspirational motivation
Idealized influence
Intellectual stimulation
Individualized consideration
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Transformational Leadership (Bass)
Bass perceived transformational leadership as building upon transactional leadership in a hierarchy reflecting effectiveness
“Full-range” theory of leadership
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Hierarchy of Transformational Leadership
Figure 12.2
Hierarchical Nature of
Transformational Leadership
Source: Based on Bass (1997).
The Charismatic Leader
Charisma
- Personal attribute of a leader that hypnotizes followers and compels them to identify with and attempt to emulate the leader
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Charismatic Leader
Followers are emotionally attached to leader, never question leader’s beliefs or actions, & see themselves as integral to accomplishment of leader’s goal
Acquire some power from situation
Charismatic style may work to keep followers weak
Morley/PhotoLink/Getty Images
Charismatic Leadership Theory
Approach with many different versions of the
notion that charisma is related to leadership;
(1) in a crisis situation, followers perceive charismatic characteristics in an individual and accept that person as a leader;
(2) certain leader behaviors (use of innovative strategies) contribute to a charismatic aura
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Module 12.4: Emerging Topics & Challenges in Leadership Research
Leadership in a changing workplace
Teams/groups
Telecommuting
Temporary workers
Fuzzy boundaries of jobs
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Male & Female Leaders:
Are They Different?
Considerable disagreement among researchers
Women tend to prefer democratic & participative styles; men favor autocratic styles
Men tend to be more assertive; women more extraverted
Women substantially more tender-minded
Ryan McVay/Getty Images
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Male & Female Leaders (cont’d)
Effect of male- or female-dominated industries on leadership styles
Women in male-dominated industries
Men in female-dominated industries
More research is necessary on gender & leadership
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Personality & Leadership
1 or more Big Five factors appear directly or indirectly in all leadership theories
Big 5 factors emphasize “bright side” of leadership: Effectiveness
Predictors for leader failure more likely to be found in measures of psychopathology
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Personality & Leadership (cont’d)
Meta-analysis on relationship between personality & leader effectiveness in 3 settings
Characteristics positively associated with leader effectiveness in 3 different environments:
| Industry | Government/Military | Student |
| Emotional stability | Emotional stability | Emotional stability |
| Extraversion | Extraversion | Extraversion |
| Openness to experience | Conscientiousness | Openness to experience |
| Conscientiousness | ||
| Agreeableness |
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Cross-Cultural Leadership Studies
Global leadership & organizational behavior effectiveness (GLOBE)
Large-scale cross-cultural study of leadership by 170 social scientists & management researchers in over 60 countries
Table 12.4: Universal and Culture-Specific Aspects of Leadership
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Leadership in a Diverse Environment
Workplace is becoming less white, less native born, less male, & less young
Implications for leader behavior
Appears that transformational & charismatic leadership are universally valued
Lead to positive performance results & positive attitude reactions
