Women and Leadership Project
edwardgoe
CH3_LeadershipTheory.pptxLeadership theory
Week 4
Chapter 3: Who Am I to Lead? (pgs. 34-45)
This is the first and only slideset for Week 4, and it corresponds to the remaining portion of Chapter 3 that you guys didn’t read last week. This week, you’ll be asked to read pages 34-45.
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Goals
Discuss the different theories of leadership
Understand the role of self-awareness in modern theories of leadership
The History of Leadership Research
First, let me give you a sense for how these different theories of leadership arose in the literature over the course of time. The trait approach to leadership is the oldest, dating back to the 1950s. Recall that early conceptualizations of leadership were based on traits– some were born to be leaders, and others were not. Trait theory was closely followed by the development of the behavioral styles approach to leadership. Remember that this was during the time that soldiers were returning from WWII and trying to get placed in jobs by being tested using psychological assessments. However, those who scored high on certain leadership traits were not necessarily displaying leadership behaviors in the workplace, which led researchers to believe that behaviors matter as well. Starting in the 1970s, researchers began examining the situational approach to leadership. This is when researchers started to notice that it wasn’t just traits or behaviors that mattered in leadership. Leaders needed to be aware of the context and situation to choose the right behavior to engage in or the right trait to display. Transformational leadership was one of the last theories of leadership to arise in the literature, beginning in the 1980s.
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Values and Ethics
Values are standards that guide behavior but also serve as a basis for judging the behaviors of others
Are culturally influenced and differ across gender, race, and ethnicity
Determine short- and long-term goals, as well as life satisfaction
Ethics describe values that are socially applied
Highly prioritized values can determine life choices across multiple roles
Before we get into theories of leadership, leadership styles and how self-awareness plays a role in each modern theory of leadership, it’s important to understand the differences between values and ethics as they relate to leadership.
Note that values are different from interests. I may have an interest in kayaking, but that is not necessarily a value of mine. Values are also different from needs, which motivate behavior but are not enduring. For instance, you may need to eat, but once you have a burger, you are no longer motivated to eat because you’re full.
Values may come into conflict– for instance, career values may clash with family values. Think of an aspirational working mom. Her job may demand that she travel 70% of the time she’s working, which may interfere with her caretaking abilities at home despite placing a high value on both her career and her family. We’ll get into this topic more later on in the term. But for now, know that when values clash, it can result in ambivalence, procrastination, anxiety, and stress. The goal should be to achieve congruence between values and behaviors.
Finally, highly prioritized values can determine life choices across multiple roles, including work/career, relationships, hobbies, and spiritual pursuits.
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Approaches to Leadership Theory
Trait approach
Situational approach
Behavioral styles approach
Transformational approach
So there are four major approaches to leadership theory, and these include what we discussed a couple of slides back– the trait approach, the situational approach, the behavioral styles approach, and the transformational approach. Let’s examine each one more closely.
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Trait Approach
Let’s start with the earliest theory to arise in the leadership literature– the trait approach.
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Trait Theory
Trait theory refers to the search for universal traits possessed by all leaders. Over several decades, researchers have attempted to identify what traits leaders generally possess. Do you see any traits across these six studies that arise consistently? What traits stand out to you or surprise you? Note, for instance, that the 1986 study found that masculinity and dominance were traits associated with leadership. What does that suggest for women at the time? What do you see in the 2004 study that doesn’t really appear in earlier studies on leadership traits?
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Major Leadership Traits
Across these six studies from the previous slide, researchers found these five traits arise consistently in leadership: intelligence, self-confidence, determination, integrity, and sociability.
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Speaking of traits, let’s go over the Big 5 personality traits in a little more detail than we have before. Neuroticism is the tendency to be depressed, anxious, insecure, vulnerable, and hostile. Extraversion is the tendency to be sociable and assertive and to have positive energy. Openness to experience is the tendency to be informed, creative, insightful, and curious. Agreeableness is the tendency to be accepting, conforming, trusting, and nurturing. Conscientiousness is the tendency to be thorough, organized, controlled, dependable, and decisive. These personality traits have been linked to leadership through empirical research.
For instance, extraverted leaders tend to be more successful for several reasons. First, they talk more and are more forceful in their opinion. Second, they take more air time in team discussions and third, they tend to develop a higher number of relationships.
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Personality and Leadership Research (Judge et al., 2002)
A meta-analysis of how the Big 5 personality traits relate to leadership (effectiveness and emergence) found that:
Extraversion was most strongly associated with leadership (more so emergence than effectiveness)
Followed by conscientiousness, openness to experience, and neuroticism
Agreeableness was only weakly related to leadership
There is a huge body of research that seeks to understand the relationship between personality traits and leadership– specifically, leadership effectiveness and leadership emergence.
Leadership emergence is a within-group phenomenon, as evidenced by many early studies of leadership that were conducted in groups with no formal leader (see Mann’s[1959] review)—that is, a leader emerged from within a group. In contrast, leadership effectiveness represents a between-groups phenomenon. Effectiveness refers to a leader’s ability to influence his or her subordinates. Therefore, the individual being evaluated must first be a leader. Subsequent evaluation of that leader’s effectiveness implies a comparison to the performance of other leaders, generally (and by necessity) in different groups. Although leader emergence and leadership effectiveness are distinct in concept, in practice the criteria sometimes become blurred, particularly when measured perceptually (House & Podsakoff,1994). Nonetheless, in the development of our hypotheses, we distinguish ratings of a leader’s effectiveness from perceptions of leader emergence.
So, one meta-analysis conducted in 2002 sought to identify how the Big 5 personality traits (OCEAN) related to leadership effectiveness and emergence. Recall that a meta-analysis is a statistical analysis that combines the results of multiple scientific studies. Researchers found that extraversion was most strongly related to leadership, but it was more so related to leadership emergence than leadership effectiveness. The next most strongly associated personality trait to leadership was conscientiousness, followed by openness to experience, and neuroticism. Agreeableness was only weakly related to leadership. Agreeableness was weakly related to leadership effectiveness, but it was not related to leadership emergence. Think about this– agreeableness is associated with being warm, sympathetic, caring, and cooperative. Because agreeable individuals tend to be passive and compliant, they are less likely to emerge as leaders from within a group.
These results suggest that while some personality traits might be associated with emerging as a leader from a group, it does not necessarily mean that leader will be perceived by others as effective. This is one of the limitations of the trait approach to leadership– it does not fully explain leadership effectiveness.
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Practically, what does the trait approach imply?
Organizations should use personality tests to hire
Presidential candidates should pass a personality test
Certain children and adults should be pushed towards or away from leadership based on their traits
Attempts to “grow” leadership or create leaders should be aimed at increasing the expression or possession of certain personality traits and not others
What if we were to just follow the trait approach to leadership in our society? First, organizations should probably use personality tests to hire employees. Sometimes, organizations do use personality tests in their selection procedures, but it is usually not the only assessment that job applicants take. It is typically paired with some other assessment that tests for things like job knowledge, skills, and abilities. Second, this approach would imply that presidential candidates need to pass a personality test before being able to be sworn into office. Well, what does “passing” a personality test mean? Does that mean that there are wrong and right personality traits one possesses? Wouldn’t that vary depending on the context or situation? Third, this approach suggests that certain children and adults should be pushed towards or away from leadership based on the traits they possess or do not possess. However, it is never a good idea to limit leadership to those who possess certain traits. As we know, it is not just about the traits one has, but also about their behaviors and how they read different situations and respond accordingly. Remember that leadership can and should be developed, and the trait approach suggests the opposite– some are born with it, and others are not.
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Pros and Cons of Trait Approach
Strengths
Intuitive
Long history of research
Serves as a benchmark for those who want to lead
Universal applications of findings
Limitations
No universal traits predict leadership in all situations
Unclear evidence of the cause and effect of relationship between leadership and traits (chicken or the egg?)
Traits predict behavior better in “weak” than “strong” situations
Provides little guidance concerning what advice or training to give current/soon-to-be leaders
Fails to clarify trait’s relative importance
Let’s review the pros and cons to the trait approach to leadership. Some advantages are that it has been extensively reviewed in the empirical literature, it serves as a benchmark for those who want to lead, and proposes universal applications of findings. It is also pretty intuitive to understand. However, there are several disadvantages to this approach. Research has been unable to find any universal set of traits that consistently predict leadership across all situations. There is also unclear evidence for the cause and effect of the relationship between leadership and traits. This is the chicken or the egg debate. Essentially, what comes first? Do leaders develop these traits, or does possessing these traits help you become a leader? Additionally, traits predict behaviors better in weak situations rather than strong situations. This approach provides little guidance concerning what advice or training to give current or soon-to-be leaders. Lastly, it fails to clarify the trait’s relative importance. As you can see, the downsides to this approach to leadership far outweigh its advantages.
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Situational Approach
Now, let’s turn over to the situational approach to leadership.
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Situational Leadership Approach
Effective leadership behavior is dependent on the situation
Given the right context, every leadership theory or model is the correct one
There is no one best style of leadership
Leadership style must match, or adapt to, the situation
The situational approach to leadership argues that effective leadership behavior is dependent on the situation that the leader is in. That is, given the right context, every leadership theory or model is the correct one! Under this approach to leadership, there is no one best style of leadership. Again, it depends on the situation. Whatever leadership style you engage in must match, or adapt to, the situation. Think about how your own behaviors vary based on different situations. As a student in a classroom, you engage in very different behaviors than you would on a Friday night in Wynwood, right?
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As previously mentioned, the situational approach model holds that managers or leaders must use different leadership styles depending on the situation.
Blanchard and Hersey characterized leadership style in terms of the amount of direction and support that the leader gives to their followers, and so created a simple matrix, shown on this slide.
The model allows you to analyze the needs of the situation you’re in, and then use the most appropriate leadership style. Depending on employees’ competences in their task areas and commitment to their tasks, your leadership style should vary from one person to another.
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Take a look at the red box, S1 – called Telling / Directing – on the bottom right hand corner. This involves high task focus, and low relationship focus. Here, leaders define the roles and tasks of the ‘follower’, and supervise them closely. Decisions are made by the leader and announced, so communication is largely one-way. This works for people who lack competence but are enthusiastic and committed. As such, they need direction and supervision to get them started.
S2 – Selling / Coaching – is the orange box on the top right hand corner. This is characterized by high task focus, and high relationship focus. Leaders still define roles and tasks, but seek ideas and suggestions from the follower. Decisions remain the leader’s prerogative, but communication is much more two-way. This works for people who have some competence but lack commitment. They need direction and supervision because they are still relatively inexperienced. They also need support and praise to build their self-esteem, and involvement in decision-making to restore their commitment.
S3 – Participating / Supporting – is the yellow box on the top left hand corner. This is characterized by low task focus, and high relationship focus. Here, leaders pass day-to-day decisions, such as task allocation and processes, to the follower. The leader facilitates and takes part in decisions, but control is with the follower. This works for people who have competence, but lack confidence or motivation. They do not need much direction because of their skills, but support is necessary to bolster their confidence and motivation.
S4 – Delegating – is the final green box on the lower left hand corner. This is characterized by low task focus, and low relationship focus – leaders are still involved in decisions and problem-solving, but control is with the follower. The follower decides when and how the leader will be involved. For people who have both competence and commitment. They are able and willing to work on a project by themselves with little supervision or support.
Effective leaders are versatile in being able to move around the matrix according to the situation, so there is no style that is always right. However, we tend to have a preferred style, and in applying Situational Leadership you need to know which one suits you best.
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Likewise, the competence and commitment of the follower can also be distinguished in 4 quadrants.
Similar to the leadership styles, the development levels are also situational. A person could be skilled, confident and motivated for one part of the job, but could be less competent for another part of the job.
Development Level of the Follower
D4, the first green box to the left, is characterized by – High Competence, and High Commitment – These individuals are experienced at the job, and comfortable with their own ability to do it well. May even be more skilled than the leader.
D3, the second yellow box, is characterized by – High Competence, and Variable Commitment – These individuals are experienced and capable, but may lack the confidence to go it alone, or the motivation to do tasks well / quickly.
D2, the third orange box, is characterized by – Some Competence, and Low Commitment – These individuals may have some relevant skills, but won’t be able to do the job without help. The task or the situation may be new to them.
D1, the last red box, is characterized by – Low Competence, and High Commitment – These individuals generally lack the specific skills required for the job in hand, but have the confidence and / or motivation to tackle it.
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Practically, what does the situational approach imply?
Steps to determine how to act
What task are the subordinates being asked to perform?
How complex is the task?
Are they motivated to complete the task?
Are they competent in the skills required to complete the task?
May lead the same person one way sometimes, and another way other times
Have to override any traits or personal style that might predominate
If used practically, the situational approach provides steps to determine how to act. It may lead the same person one way sometimes, and another way other times. Using this approach to leadership, one might have to override any traits or personal style that might predominate or be reflexive.
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Pros and Cons of Situational Approach
Strengths
Easy to understand and apply; applies to almost any organization and task
Doesn’t just describe, it prescribes
Emphasizes leader flexibility
Emphasizes subordinate individuality
Limitations
Lack of strong empirical research
Model fails to distinguish between leadership and management; what is called leadership style is actually management style
Leadership is not primarily about decision-making; it is about inspiring others to change direction
Are there really only 4 leadership styles and 4 types of workers?
Again, let’s go over the pros and cons of the situational approach. This approach, like the trait approach, is easy to understand and apply, and it can easily be applied to almost any organization and task. The situational approach doesn’t just describe, it prescribes. It also emphasizes flexibility in leadership as well as subordinate individuality. However, this approach to leadership lacks strong empirical support. The model fails to distinguish between leadership and management. In fact, what is called leadership style under this approach is actually just management style. Furthermore, leadership is not primarily about decision-making, it is about inspiring others to change direction. Finally, do you really think that there are only 4 leadership styles and 4 types of workers that fit neatly into those diagrams we went over? That is likely not the case.
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Behavioral styles approach
Now, let’s talk about the behavioral styles approach to leadership.
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Behavioral Styles Approach
Rather than looking at who they are, look at what they do: their behaviors and skills
3 types of leadership styles under this approach:
Autocratic
Democratic
Laissez-Faire
The behavioral styles approach to leadership suggests that rather than looking at who they are, look at what they do. That is, look at behaviors and skills. Under this approach to leadership, there are 3 different types of leadership styles: autocratic leadership, democratic leadership, and laissez-faire (less-say-fair).
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Autocratic Leadership
Leader uses strong, directive, controlling actions to enforce the rules, regulations, activities, & relationships in the work environment
Followers have little discretionary influence
Leader makes decisions without reference to anyone else
Followers have high degree of dependency on the leader
Can create de-motivation and alienation of staff
May be valuable in some types of business where decisions need to be made quickly and decisively
Examples: military leader, dictator
Let’s talk about autocratic leadership first. Autocratic leaders use strong, directive, controlling actions to enforce the rules, regulations, activities and relationships in the work environment. Under this type of leadership, subordinates have little discretionary influence and a high degree of dependency on the leader. Examples of autocratic leadership include military leaders and dictators. These leaders make decisions with reference to anyone else and create a lot of de-motivation and alienation of staff.
While autocratic leadership may sound harsh and unfavorable, it may actually be valuable in some types of businesses where decisions need to be made quickly and decisively.
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Democratic Leadership
2 types:
Consultative: seeks input and hears concerns of employees, but makes final decision
Participative: allows employees to have a say in what is decided; operates in group mode with leader as one more member giving input
May help motivation and involvement
Employees feel ownership of the organization and its ideas
Improves the sharing of ideas and experiences within the organization
Can delay decision-making
Under democratic leadership, there are two subtypes of leadership styles: consultative and participative. Consultative leaders seek input and hear the concerns of employees, but ultimately, they make the final decision. Participative leaders allow employees to have a say in what is decided. They operate in group mode with the leader simply serving as one more member providing input in the group. Democratic leadership in general may help with motivation and involvement, as employees feel ownership of the organization and its ideas. It also improves the sharing of ideas and experiences within the organization. However, democratic leadership can delay the decision-making process.
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Laissez-Faire
“Let it be” – leadership responsibilities are shared by all
Can be useful in organizations where creative ideas are important (Disney Imagineers or Google)
Can be highly motivational, as people have control over their working life
Can make coordination and decision-making time-consuming and lacking overall direction
Relies on good teamwork and good interpersonal relations
Less-say-fair leadership is called the “let it be” leadership style, given that leadership responsibilities are shared by all. This type of leadership style can be useful in organizations where creative ideas are important, such as for Disney Imagineers or at Google. These leaders can be highly motivational, as people have control over their working life. However, it can also make coordination and decision-making time-consuming and could result in a lack of overall direction. As such, this relies heavily on good teamwork and good interpersonal relations.
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Pros and Cons of Behavioral Styles Approach
Strengths
Focuses on actual behaviors
Limitations
Do you think there are only 3 forms of leading?
Does the context of the situation matter? Or who the followers are?
Research is not specific about what the leader is doing with regard to participation
So let’s go over the pros and cons for the behavioral styles approach. The one advantage is that this approach focuses on actual behaviors, which we know are important when it comes to leadership. However, do you think there are only 3 forms of leading under this approach? And what matters, the context of the situation, or who the followers are? Lastly, research is not specific about what the leader is doing with regard to participation.
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Transformational approach
Finally, let’s take a look at what the transformational approach to leadership has to offer. Recall this is the most recent addition to the empirical literature on leadership, as research started focusing on this approach in the 1980s.
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Transformational Leadership
Focuses on the charismatic and affective elements of leadership
Process that changes and transforms individuals’ emotions, values, ethics, standards, and long-term goals
Incorporates charismatic and visionary leadership
Two types of leaders:
Transactional leaders
Transformational leaders
As previously mentioned, the concept of transformational leadership has been around since about the late 1970s and early 1980s and is considered to be part of the “new leadership” paradigm. Transformational leadership focuses on the charismatic and affective elements of leadership. It is a process that changes and transforms individuals’ emotions, values, ethics, standards, and long-term goals. Transformational leadership also incorporates charismatic and visionary leadership. Under this approach, there can be two types of leaders: transactional leaders and transformational leaders.
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Transformational Leadership
Transactional Leaders
Follow an exchange model: get people to do things by offering a reward or threatening them with punishment
Autocratic leadership is an extreme form
Transformational Leaders
Engage with others and create connections that raise the level of motivation and morality
Capable of charting new courses for their organization
Visionaries who challenge people to do exceptional things
Transactional leaders follow an exchange model: you get people to do things by offering a reward or threatening them with punishment. Can you recall what this might be reminiscent of? Remember when we discussed the 6 bases of power by French and Raven? Those who engage in transactional leadership might use reward and coercive power. Autocratic leadership is an extreme form of transactional leadership. Transformational leaders, on the other hand, engage with others and create connections that raise the level of motivation and morality. These leaders are capable of charting new courses for their organization and are visionaries who challenge people to do exceptional things. These are some of the most effective leaders in organizations.
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| Transactional and transformational leadership | |
| Transactional The transactional leader: Recognizes what it is that we want to get from work and tries to ensure that we get it if our performance merits it. Exchanges rewards and promises for our effort. Is responsive to our immediate self interests if they can be met by getting the work done. | Transformational The transformational leader: Raises our level of awareness, our level of consciousness about the significance and value of designated outcomes, and ways of reaching them. Lets us transcend our own self-interest for the sake of the team, organization or larger polity. Alters our need level (after Maslow) and expands our range of wants and needs. |
Here’s a little bit more information on the characteristics of transactional and transformational leaders. Transactional leaders recognize what it is that we want to get from work and try to ensure that we get it if our performance merits it. They exchange rewards and promises for our effort. These leaders are also responsive to our immediate self-interests if they can be met by getting the work done. Transformational leaders raise our level of awareness, our level of consciousness about the significance and value of designated outcomes, and how to reach them. You can see why these leaders are called transformational.
(Based on Bass 1985 - Wright 1996: 213)
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2 Forms of Transactional Leadership
1) Contingent Reward
Positively reinforce appropriate behaviors
Negatively reinforce inappropriate behaviors
Contingent reward leaders link goals to rewards, clarify expectations, provide necessary resources, set mutually agreed upon goals, and provide various kinds of rewards for successful performance
So, as we dig deeper into these leadership styles, we can continue to create subsets. Within transactional leadership, there are 2 forms of leadership. The first is contingent reward. Here, the leader positively reinforces appropriate behaviors and negatively reinforces inappropriate behaviors. Contingent reward leaders link goals to rewards, clarify expectations, provide necessary resources, set mutually agreed upon goals, and provide various kinds of rewards for successful performance.
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2 Forms of Transactional Leadership
2) Management by Exception (MBE)
MBE-A: monitor groups and correct mistakes
Corrective criticism and negative feedback given under close, regular scrutiny
MBE-P: leave group alone and only interact when there are challenges
Corrective criticism and negative feedback given at irregular intervals, usually when something goes wrong
The second form of leadership under transactional leadership is called management by exception, or MBE for short. This can also further be categorized into MBE-A or MBE-P. MBE-A monitors the group and corrects mistakes. Corrective criticism and negative feedback are given under close, regular scrutiny. This is more effective because subordinates have ample opportunities to fix their mistakes if given feedback early on and at regular intervals. MBE-P, on the other hand, refers to leaders who leave the group alone and only really interact with their subordinates when there are challenges. As such, corrective criticism and negative feedback are given irregularly or infrequently, and it’s usually only when something goes wrong. This is often ineffective because feedback may be given too late to allow for change or improvements.
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4 Elements of Transformational Leadership
| Idealized Influence or Charisma | Act as a strong role model |
| Inspirational Motivation | Communicate high expectations to followers Create an emotional bond between leader and group, between group and vision |
| Intellectual Stimulation | Challenge the group to identify and solve challenges (think out of the box) |
| Individual Consideration | Develop appropriate personal relationships with members Treat members differently but equitably Encourage followers to grow through personal challenges and become fully actualized |
Transformational leadership is characterized by these 4 elements on this slide: idealized influence or charisma, which involves acting as a strong role model; inspirational motivation, in which leaders communicate high expectations to followers and create an emotional bond between leader and group, as well as between group and vision; intellectual stimulation, where leaders challenge the group to identify and solve challenges (in other words, thinking out of the box); and lastly, individual consideration, where leaders develop appropriate personal relationships with members, treat members differently but equitably, and encourage followers to grow through personal challenges and become fully actualized.
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This is a visual representation of the full range of leadership model developed by two researchers, Bass and Avolio in 1994. Here, you can see which types of leadership are most effective, and which involve more active versus passive roles. You can see in the legend that “less-say-fair” leadership is actually considered non-leadership, given that these types of leaders typically do not take responsibility in their roles. Transformational leadership is depicted as being the most effective type of leadership and requires a more active role on behalf of the leader, while less-say-fair is considered the most ineffective type of leadership and is a more passive role.
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Transformational Approach
Strengths
Process-driven
Intuitive and well-researched
Acknowledges that leading is not just about power (rewards and punishments)
Emphasizes follower needs and values
Has been empirically shown to be effective
Limitations
Four I’s overlap
How do you measure this?
Can you learn to do the four I’s?
Is the leader really the most responsible for everything?
Is it always OK to change followers’ vision and values?
Let’s go over the pros and cons to the transformational approach as a whole. It is process-driven, intuitive, and well-researched in the leadership literature. It also acknowledges that leading is not just about power, and emphasizes follower needs and values. Lastly, it has been empirically shown to be an effective form of leadership. However, in terms of its limitations, the four I’s that characterize transformational leadership overlap, which make them hard to measure. And consider the following questions: can you learn to do the four I’s? Is the leader really the most responsible for everything, all the time? And is it always OK to change followers’ vision and values? What could be some of the implications of doing so?
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Summary
Transactional = give something, get something
Transformational = go beyond self interests for the greater good
“To rule or govern is easy – to lead is difficult.”
I know we went down the rabbit hole with transformational leadership, but there’s just a lot of different styles of leadership under this approach! In conclusion, note that transactional leadership involves giving something to get something in return, while transformational leadership goes beyond self-interests for the greater good.
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Leadership and the role of Self-awareness
Chapter 3
Now, let’s talk about some other modern theories of leadership and how self-awareness plays a role in each of them.
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Modern Theories of Leadership Styles
Postindustrial theories of leadership have different characteristics than industrial leadership theories. One core component across all postindustrial theories of leadership is their focus on self-awareness. These post-industrial, or modern, theories of leadership include adaptive, authentic, emotionally intelligent, relational, servant, and social change leadership.
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Adaptive leadership
Authentic leadership
Emotionally intelligent leadership
Relational leadership
Servant leadership
Social change leadership
Adaptive Leadership
The activity of mobilizing people to tackle tough challenges and thrive (Heifetz, 1994)
There are two types of challenges in the world: technical problems and adaptive challenges
Technical problems: solutions already exist
Adaptive challenges: requires self-awareness, including developing the ability to discern between conferred authority and actual leadership
Adaptive leadership is the activity of mobilizing people to tackle tough challenges and thrive. There are two types of challenges in the world: technical problems and adaptive challenges. For technical problems, the solutions already exist. Adaptive challenges, on the other hand, require self-awareness, including developing the ability to discern between conferred authority and actual leadership.
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Authentic Leadership
Involves leading with purpose, meaning, values, and developing authentic enduring relationships (George, 2003)
Authentic leaders practice behaviors that engender trust in others, including continually and committing to their own learning
Self-awareness is central to developing authenticity or genuineness in leadership
Authentic leadership involves leading with purpose, meaning, values, and developing authentic enduring relationships with others. Authentic leaders practice behaviors that engender trust in others, including continually and committing to their own learning. Self-awareness is central to developing authenticity or genuineness under this type of leadership.
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Emotionally Intelligent Leadership
Based on the idea of emotional intelligence
The ability to recognize and regulate emotions in ourselves and others
Promotes a focus on 3 facets:
Consciousness of self
Being aware of your abilities, emotions, and perceptions
Includes:
Emotional self-perception
Emotional self-control
Authenticity
Healthy self-esteem
Flexibility
Optimism
Initiative
Achievement
Consciousness of others
Consciousness of contexts
Emotionally intelligent leadership promotes a focus on 3 facets: consciousness of self, consciousness of others, and consciousness of contexts. This is based on the idea of emotional intelligence, which is the ability to recognize and regulate emotions in ourselves and others.
There are four branches of emotional intelligence (EQ):
PERCEIVING EMOTION. The initial, most basic, area has to do with the nonverbal reception and expression of emotion. Evolutionary biologists and psychologists have pointed out that emotional expression evolved in animal species as a form of crucial social communication. Facial expressions such as happiness, sadness, anger, and fear, were universally recognizable in human beings. Emotions researchers, evolutionary biologists, specialists in nonverbal behavior, and others, have made tremendous inroads into understanding how human beings recognize and express emotions. The capacity to accurately perceive emotions in the face or voice of others provides a crucial starting point for more advanced understanding of emotions.
2. USING EMOTIONS TO FACILITATE THOUGHT. The second area appeared every bit as basic as the first. This was the capacity of the emotions to enter into and guide the cognitive system and promote thinking. For example, cognitive scientists pointed out that emotions prioritize thinking. In other words: something we respond to emotionally, is something that grabs our attention. Having a good system of emotional input, therefore, should helped direct thinking toward matters that are truly important. As a second example, a number of researchers have suggested that emotions are important for certain kinds of creativity to emerge. For example, both mood swings, and positive moods, have been implicated in the capacity to carry out creative thought.
3. UNDERSTANDING EMOTIONS. Emotions convey information: Happiness usually indicates a desire to join with other people; anger indicates a desire to attack or harm others; fear indicates a desire to escape, and so forth. Each emotion conveys its own pattern of possible messages, and actions associated with those messages. A message of anger, for example, may mean that the individual feels treated unfairly. The anger, in turn, might be associated with specific sets of possible actions: peacemaking, attacking, retribution and revenge-seeking, or withdrawal to seek calmness. Understanding emotional messages and the actions associated with them is one important aspect of this area of skill.
Once a person can identify such messages and potential actions, the capacity to reason with and about those emotional messages and actions becomes of importance as well. Fully understanding emotions, in other words, involves the comprehension of the meaning of emotions, coupled with the capacity to reason about those meanings. It is central to this group of emotionally intelligent skills.
(For a more advanced discussion of emotional information, see the section, "Similarities and Differences Between Emotional and Cognitive Information" in this article).
4. MANAGING EMOTIONS. Finally, emotions often can be managed. A person needs to understand emotions convey information. To the extent that it is under voluntary control, a person may want to remain open to emotional signals so long as they are not too painful, and block out those that are overwhelming. In between, within the person's emotional comfort zone, it becomes possible to regulate and manage one's own and others' emotions so as to promote one's own and others' personal and social goals. The means and methods for emotional self-regulation has become a topic of increasing research in this decade.
• E.Q. predicts higher work performance three times better than I.Q.
• Two-thirds of workers say communication problems are the leading cause preventing them from doing their best work.
• E.Q. is one of the best predictors of divorce and marital satisfaction
Leadership traits associated with EQ include:
Self-awareness
Self-management
Social awareness
Relationship management
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Relational Leadership
Views leadership as a relational and ethical process of people together attempting to accomplish positive change (Komives et al., 2013, p. 74)
Involves:
Self-awareness about ways of knowing, being, and doing
Being open to differences and valuing other perspectives and approaches
Active listening, civil discourse, and collaboration
5 components:
Being purposeful
Being inclusive of people and diverse points of view
Empowering those involved
Being ethical
Recognizing that each of these elements is accomplished by being process-oriented
Relational leadership views leadership as a relational and ethical process of people together attempting to accomplish positive change. There are 5 components to relational leadership: being purposeful, being inclusive of people and diverse points of view, empowering those involved, being ethical, and recognizing that each of these elements is accomplished by being process-oriented. This type of leadership involves self-awareness about the ways of knowing, being, and doing.
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Servant Leadership
The natural feeling that one wants to serve
Goals:
To enrich the lives of individuals
Build better organizations
Create a more just and caring world
Begins with self-awareness and recognition that one has a disposition to be of service
Awareness helps in understanding issues of ethics, power, and values
Servant leadership is the natural feeling that one wants to serve. Its goals are to enrich the lives of individuals, build better organizations, and create a more just and caring world. It begins with self-awareness and recognition that one has a disposition to be of service. Awareness helps in understanding issues of ethics, power, and values.
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Social Change Leadership
Approaches leadership as a purposeful, collaborative, values-based process that results in positive social change
Views leadership as a process and explicitly promotes the values of equity, social justice, self-knowledge, personal empowerment, collaboration, citizenship, and service
Lastly, we have social change leadership. This form approaches leadership as a purposeful, collaborative, values-based process that results in positive social change. It views leadership as a process and explicitly promotes the values of equity, social justice, self-knowledge, personal empowerment, collaboration, citizenship, and service.
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End
This is the end of this slideset and concludes the content for Week 4. Have a wonderful rest of your day!
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