Final Paper
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LEAS830CLASS5-updated-StudentEdition.pptxWeek 5
February 2, 2022
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
LMX Theory Definition
Leader-member exchange (LMX) theory:
conceptualizes leadership as a process
that is centered on the interactions between a leader and subordinates
Some theories focus on leaders: trait approach, skills approach, and style approach
Other theories focus on the follower and the context: situational leadership, contingency theory, and path-goal theory.
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Dimensions of Leadership
LMX theory makes the dyadic relationship between leaders and followers the focal point of the leadership process
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LMX Theory Description
Perspective
Revisions - Theory has undergone a number of revisions since its inception and continues to be of interest to researchers
Assumption - LMX theory challenges the assumption that leaders treat followers in a collective way, as a group.
LMX - Directed attention to the differences that might exist between the leader and each of his/her followers
How followers involve themselves in expanding their role responsibilities with the leader determines whether they become in-group or out-group participants
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Transformational Leadership
Chapter 8
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Transformational Leadership
Transformational Leadership (TL) Perspective
A Model of Transformational Leadership
Transformational Leadership Factors
Full Range of Leadership Model
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Transformational Leadership
Process - TL is a process that changes and transforms individuals
Influence - TL involves an exceptional form of influence that moves followers to accomplish more than what is usually expected
Core elements - TL is concerned with emotions, values, ethics, standards, and long-term goals
Encompassing approach – TL describes a wide range of leadership influence where followers and leaders are bound together in the transformation process
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Types of Leadership Defined, Burns (1978)
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Transactional
Focuses on the exchanges that occur between leaders and their followers
Transformational
Process of engaging with others to create a connection that increases motivation and morality in both the leader and the follower
Pseudotransformational
Focuses on the leader’s own interests rather than the interests of his or her followers
Focuses on the exchanges that occur between leaders and their followers
No new taxes = votes.
Sell more cars = bonus.
Turn in assignments = grade.
Surpass goals = promotion.
The exchange dimension is so common that you can observe it at all walks of life.
Transactional
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Process of engaging with others to create a connection that increases motivation and morality in both the leader and the follower
Transformational
Leader is attentive to the needs and motives of followers and tries to help followers reach their fullest potential.
Mohandas Gandhi – raised the hopes and demands of millions of his people and in the process was changed himself
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Focuses on the leader’s own interests rather than the interests of his or her followers
Pseudotransformational
Leaders who are
transforming but in a negative way
self-consumed, exploitive, power-oriented, with warped moral values
Leaders such as:
Adolph Hitler
Saddam Hussein
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Transformational Leadership & Charisma
Definition
Charisma - A special personality characteristic that gives a person superhuman or exceptional powers and is reserved for a few, is of divine origin, and results in the person being treated as a leader (Weber, 1947)
Charismatic Leadership Theory (House, 1976) - Charismatic leaders act in unique ways that have specific charismatic effects on their followers
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Theory of Charismatic Leadership (House, 1976)
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
TL motivates followers beyond the expected by:
raising consciousness about the value and importance of specific and idealized goals
transcending self-interest for the good of the team or organization
addressing higher-level needs
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Transformational Leadership Factors
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Transformational Leadership Factors The 4 “I”s
Factor 1 - Idealized Influence
- Acting as strong role models
- High standards of moral and ethical conduct
- Making others want to follow the leader’s vision
Factor 2 - Inspirational Motivation
- Communicating high expectations
- Inspiring followers to commitment and engagement in shared vision
- Using symbols & emotional appeals to focus group members to achieve more than self-interest
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Transformational Leadership Factors The 4 “I”s
Factor 3 - Intellectual Stimulation
- Stimulating followers to be creative and innovative
- Challenging their own beliefs and valuing those of leader and organization
- Supporting followers to
try new approaches
develop innovative ways of dealing with organization issues
Factor 4 - Individualized Consideration
- Listening carefully to the needs of followers
- Acting as coaches to assist followers in becoming fully actualized
- Helping followers grow through personal challenges
- Ex. Showing optimism helps employees become more engaged in their work (Tims et al., 2011)
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Transactional Leadership Factors
Factor 5 – Contingent Reward
The exchange process between leaders and followers in which effort by followers is exchanged for specified rewards
Factor 6 – Management by Exception
Leadership that involves corrective criticism, negative feedback, and negative reinforcement
Two forms
Active - Watches follower closely to identify mistakes/rule violations
Passive - Intervenes only after standards have not been met or problems have arisen
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Laissez-Faire Factor
Factor 7 - The absence of leadership
A hands-off, let-things-ride approach
Refers to a leader who
abdicates responsibility
delays decisions
gives no feedback, and
makes little effort to help followers satisfy their needs
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Transformational Leadership
Overall Scope
Describes how leaders can initiate, develop, and carry out significant changes in organizations
Focus
TLs empower and nurture followers
TLs stimulate change by becoming strong role models for followers
TLs commonly create a vision
TLs require leaders to become social architects
TLs build trust & foster collaboration
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Servant Leadership
Chapter 10
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Servant Leadership Overview
Servant Leadership Description
Servant Leadership Defined
10 Characteristics of Servant Leadership
Seven Servant Leader Behaviors
Three Outcomes of Servant Leaders
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Servant Leadership Description
Servant Leadership – is a paradox: both service and influence
Interest in Servant Leadership
Most scholarship has been prescriptive, until recently
Past 10 years have clarified the concept and its assumptions
Focuses on leadership from the point of view of the leader and his/her behaviors
Servant leaders put followers first
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Servant Leadership Defined
Greenleaf Definition:
“Servant leadership begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead…The difference manifests itself in the care taken by the servant – first to make sure that other people’s highest priority needs are being served. The best test…is: do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servant? And, what is the effect on the least privileged in society; will they benefit, or, at least, will they not be further deprived?”
Sometimes treated as a trait, but viewed as a behavior in this chapter
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10 Characteristics of a Servant Leader (Spears, 2002)
Listening - acknowledging the viewpoint of followers and validating these perspectives.
Empathy – “standing in the shoes” of another person and attempting to see the world from that person’s point of view.
Healing – in helping followers become whole, servant leaders are themselves healed.
Awareness – understanding oneself and the impact one has on others.
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10 Characteristics of a Servant Leader (Spears, 2002)
Persuasion – creates change through gentle, nonjudgmental argument.
Conceptualization – the ability to be a visionary for an organization.
Foresight – the ability to predict what is coming based on what is occurring in the present and what has happened in the past.
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10 Characteristics of a Servant Leader (Spears, 2002)
Stewardship – carefully managing the people and organization one has been given to lead. Holding the organization in trust for the greater good of society.
Commitment to the Growth of People – treating each follower as a unique person with intrinsic value beyond what he/she contributes to the organization.
Building Community – allowing followers to identify with something greater than themselves that they value.
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Model of Servant Leadership (Liden et al., 2008)
Seven Servant Leader Behaviors
Conceptualizing
Thorough understanding of the organization
Ex. Senior nursing supervisor in emergency room
Emotional healing
Recognizing others’ problems and taking the time to address them
Ex. Hospice priest on Chicago’s south side
Putting followers first
Ex. Widely published health education professor
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Model of Servant Leadership (Liden et al., 2008)
Helping followers grow and succeed
Knowing followers’ professional or personal goals
Ex. High school music teacher
Behaving ethically
Doing the right thing in the right way
Ex. CEO and leaked document from rival company
Empowering
Allowing followers the freedom to be independent, make decisions on their own, and be self-sufficient
Ex. College professor with TAs
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Model of Servant Leadership (Liden et al., 2008)
Creating value for the community
Intentionally giving back to the community
Encourage followers to volunteer for community service
Ex. Principal of alternative high school
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Model of Servant Leadership (Liden et al., 2008)
Three Outcomes
1. Follower performance and growth
Recognizing followers’ contributions and helping them realize their human potential
Favorable impact on followers in-role performance
Followers themselves may become servant leaders
2. Organizational performance
Positive relationship between servant leadership and OCB
Team effectiveness enhanced by increasing members’ shared confidence they could be effective
3. Societal impact
Ex. Mother Teresa and Sisters of Charity
Ex. Southwest Airlines
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