Leadership processes:
- Bidirectional process: leader influences follower, but also the other way around.
- Transactional process: leaders and followers exchange time, energy, and skill to increase
joint rewards. - Transformational process: leaders change group members through motivation, confidence,
and satisfaction. - Cooperative process: leader is accepted by followers as leader and followers follow leader.
- Adaptive & goal-seeking process: leader organizes and motivates group members’ attempts
to attain personal and group goals.
Sorts of leadership:
- Task leadership = promoting all actions that are focused on task completion.
-Relationship leadership = promoting all actions that are focused on interpersonal
relationships inside the group.
Task leadership
promoting all actions that are focused on task completion.
Relationship leadership
promoting all actions that are focused on interpersonal
relationships inside the group.
Reason that a leader emerges:
Trait approach
Situationism
Interactional approach
Trait approach
leader emerges because of certain traits he possesses.
- Carlyle: great leader theory = successful leaders possess certain characteristics that
mark them for greatness. - All trait cluster in the five-factor model of personality are related to leadership
emergence and effectiveness: extroversion, consciousness, openness, emotional
stability, and acceptance.
Situationism
situation determines who becomes leader.
- Tolstoy: Zeitgeist theory = history is determined primarily by the “spirit of times”
rather than by the actions and choices of great leaders.
Interactional approach
both traits and situation are of influence of who becomes leader.
- Reciprocal relationships = base predictions of leadership on bidirectional
relationships among leader, followers, and the nature of the group situation.
great leader theory
successful leaders possess certain characteristics that
mark them for greatness.
Zeitgeist theory
history is determined primarily by the “spirit of times”
rather than by the actions and choices of great leaders.
Reciprocal relationships
base predictions of leadership on bidirectional
relationships among leader, followers, and the nature of the group situation.
Competencies associated with leadership emergence:
- Intelligence: groups prefer leaders who are somewhat more intelligent than the average group
member. - Emotional intelligence: must have knowledge about emotions and how to deal with them.
- Practical intelligence: large amount of knowledge and expertise about tasks.
- The babble effect = group members who talk at a high rate in the group are tended to emerge as group leaders, even if the shared information is of low quality.
- Leadership emergence associated with demographic variables: (1) Leaders tend to be older,
taller, and heavier than the average group member, and (2) Ethnic minorities and women are
less likely to be selected as group leaders.
The babble effect
group members who talk at a high rate in the group are tended to emerge as group leaders, even if the shared information is of low quality.
Theories about the emergence of leadership:
- Lord: implicit leadership theory
- Hogg: social identity theory
- Eagly: social role theory
- Terror management theory
- Evolutionary theory
Lord: implicit leadership theory
individuals’ beliefs about what qualities they expect in a
leader influence their perceptual and cognitive reactions to leaders and potential leaders.
-Can cause Warren Harding effect = thinking someone is suited, even though he
isn’t.
Hogg: social identity theory
we choose a leader that shares the same social identity.
Eagly: social role theory
stereotypes of sex roles and leadership roles can create negative expectations for women leaders.
Terror management theory
individuals have a deep-seated need for leaders, especially in times of crisis, when mortality is very noticeable.
Evolutionary theory
leadership is an evolutionary adaption that improves the fitness of
both leaders and followers.
Warren Harding effect
thinking someone is suited to lead, even though he
isn’t.
Fiedler: contingency theory
leadership effectiveness is determined by: (1) The leader’s motivational style (task motivated / relationship motivated), and (2) The favourability of the
situation (determined by leader-member relations, task structure, and leader’s power)
Least Preferred Co-Worker (LPC) Scale
measures the degree of a leader being task
motivated or relationship motivated > High score = relation motivated, Low score = task motivated.
- Task motivated (low-LPC): leader will be most effective in situations that are
either extremely unfavourable or extremely favourable.
- Relationship motivated (high-LPC): leader will be most effective in
intermediate situations.
Leadership style theorists: effectiveness depends on the leader’s task and relationship
behaviors:
-Blake & Mouton: The Leadership Grid = people vary in their concern for results and
their concern for people and that individuals who are high on both dimensions (9,9)
are the best leaders.
- Hersey & Blanchard: Situational leadership theory = groups benefit from leadership
that meshes with the developmental state of the group.
Blake & Mouton: The Leadership Grid
people vary in their concern for results and
their concern for people and that individuals who are high on both dimensions (9,9)
are the best leaders.
