Transcript of Prepared for UHS 2062 at UTM Skudai, Johore, MALAYSIA by Siti Rokiah Siwok....
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- Prepared for UHS 2062 at UTM Skudai, Johore, MALAYSIA by Siti
Rokiah Siwok. srsiwok@gmail.comsrsiwok@gmail.com
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- Leadership Many theories are associated with leadership. Many
questions are being asked related to leadership, such as: Leaders
are born? Are leaders bred/developed? What makes a good
organizational leader? What about you?
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- Leader emergence It is the idea that people who become leader
have traits or characteristics different from people who do not
become leaders.
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- Characteristics of Leaders Leaders have special
characteristics. Recent reviews show that : People high in
openness, conscientiousness, extraversion and low in neuroticism
are more likely to emerge as leaders (Judge, Bono, Ilies and
Gerhardt, 2002) High self monitors emerge as leaders more often
then low self-monitors. More intelligent However, the Rx between
traits and leader emergence is not strong.
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- Traits of leader emergence and the motivation to lead There is
lack of agreement on a list of traits consistently related to
leader emergence. This can be explained by the complexity of
motivation to lead which has three aspects : Affective identity
motivation Noncalculative motivation Social-normative
motivation
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- Leader Performance Leader performance involves the idea that
people who perform well have certain characteristics that poor
performing leaders do not. Rather then thinking that a leader
emerge, we can look into the performance of the leaders. We see
what are the characteristics of leaders who perform well vis--vis
those not performing well. Example: we say that a good leader is
intelligent, assertive and friendly while a poor leader is not
intelligent, non- assertive and shy.
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- Characteristics and leader performance There is a relationship
between personal characteristics and leader performance. Three
areas are given focus: Traits Needs Orientation
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- Traits Meta-analysis by Youngjohn (1999) found that
individual-difference variables were good predictors of leadership
performance: Charismatic Dominant Energetic High in self
monitoring
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- Personal characteristics and leader performance: Traits In
another meta-analysis (Judge et al, 2002), these traits are found
to be positively correlate to leader performance: Extraversion
Openness Agreeableness Conscientiousness Neuroticism negatively
relates to leader performance.
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- Personal Characteristics and leader performance :Needs Need for
power Need for achievement Need for affiliation
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- Characteristics and leader performance :Needs Research by Mc
Clelland and Burnham (1976) and McClelland and Boyatzis (1982)
demonstrates that high performance managers have a leadership
motive pattern; high need for power and low need for affiliation.
The need for power is NOT for personal power but for ORGANIZATIONAL
POWER.
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- Personal characteristics and leader performance :Needs test
Needs for power, achievement and affiliation can be measured
through various psychological tests; such as the Thematic
Appreciation Test(TAT) or the Job Choice Exercise(JCE) or by
examining their themes in their speeches and writings.
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- Personal characteristics and leader performance :orientation
Three major school of thoughts have postulated that differences in
leader performance can be attributed to the extent to which leaders
are TASK vs PERSON ORIENTED.
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- Consequences of leader orientation Low performance Low turnover
Low grievance rate High performance Low turnover Low grievance rate
Low performance High turnover High grievance rate High performance
High turnover High grievance rate High Low Person orientation
LowHigh Task orientation
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- Task oriented leaders Task-oriented leaders see their employees
as lazy, extrinsically motivated, undisciplined etc, so task-
oriented leaders lead by giving directives, setting goals and
making decision without consulting their subordinates. Included in
the task oriented leaders are : Task-centered leaders Theory X
leaders High initiating structure
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- Instruments The orientation of a leader can be measured by
several instruments such as: Leadership Opinion Questionnaire (
LOQ0 Leader Behaviour Description Questionnaire (LBDQ)
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- Unsuccessful or poor leaders According to Hogan (1989): Lack of
leadership training Trained after being hired Cognitive
deficiencies Unable to learn from experience Do not able to think
strategically Personality Insecure..and adopting one of these :
Paranoid, Passive aggressive, narcissist, high-likeability
floater
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- Interaction between leader and situation Leaders effectiveness
not only depends on traits that s/he posses but also on the
particular situation in which the leader is in. Several theories (
or models) have emerged to explain the situational nature of
leadership.
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- Leader and situation: Contingency Model Fiedlers contingency
model holds that any leader is effective only in certain
situations. Thus Fiedler argue that rather than change the
leadership style, leadership training should concentrate on helping
people understand their leadership style and manipulate the
environment to make a perfect match. Fiedler developed Least
Preferred coworker scale ( LPC) Fiedlers ideas supported by
researches Fiedlers training : Leader match
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- Leader and situation: IMPACT IMPACT theory, developed by Geier,
Downey and Johnson (1980). Leaders have 6 behaviour styles :
informational, magnetic, position, affiliation, coercive and
tactical. Each style is effective with only one particular
situation or organizational climate.
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- IMPACT THEORY Informational style in climate of ignorance
Magnetic style in a climate of despair Position style in a climate
of instability Affiliation style in a climate of anxiety Coercive
style in a climate of crisis Tactical style in a climate of
disorganization
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- IMPACT THEORY: STRATEGIES Find a climate consistent with your
leadership style Change your leadership style to better fit the
climate Change your followers perception of the climate Change the
actual climate
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- Leader and situation: Path-goal Theory Leaders who can adapt
their behaviour to match the needs of their subordinates will be
more effective than leaders who stick to one leadership style (
Foster, 1999, in Aamodt, 2010) According to the path-goal theory (
House, 1971, in Aamodt, 2010), a leader can adopt one of the
leadership styles to manage different situations: Instrumental
Supportive Participative Achievement -oriented
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- Leader and situation: Path-goal Theory Each style will work in
certain situations and also depends on the subordinates abilities
and the extent the task is structured. The higher the level of
subordinates abilities, the less directive the leader should be. On
the contrary, the less structured the situation, the more directive
will the leader be ( Schriesheim and DeNisi, 1981)
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- Leader and situation: Path-goal Theory In addition, according
to this theory, a leader should: Recognize the needs of
subordinates and work to satisfy those needs. Reward subordinates
who reach their goals. Help subordinates identify the best paths to
take in reaching particular goals. Clear those paths so that
employees can reach their goals. As path-goal theory is behaviour
based, the theory could be used in training.
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- Leader and situation: Situational leadership theory Developed
by Hersey and Blanchard (1988), a leader uses four leadership
styles : Delegating Directing Supporting Coaching
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- Leader and situation: LMX (VDL) LMX is another leadership
theory and was originally called vertical dyad linkage ( VDL)
theory. The uniqueness of this theory is the focus on interaction
between,leaders and subordinates. These interactions are called
leader-member exchanges ( LMX). The idea originates from the
relationship between two people( dyad) whereby the leader is in the
position above the subordinate ( vertical) plus their interrelated
behaviours ( linkage). Hence VDL.
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- Summary of leadership theories TheoryComponentsModel type Great
man-great women theory Effective leaders are born, not made
Descriptive Trait theoryCommon traits to all effective leaders
Descriptive Theory X, theory YTwo types of leaders: traditional and
non- traditional Descriptive Fiedlers Contingency theory Leader
must be matched to situational characteristics Predictive Path goal
theoryLeader must play roles to help groups attain goals
Descriptive-predictive
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- Summary of leadership theories TheoryComponentsModel type Vroom
Yetton Decision Making Model Leader asks situation-related
questions before choosing decision-making style Prescriptive
Leader-member exchangeFocuses on quality of leader- member
relationship Descriptive- predictive Transformational leadership
Leaders inspire and provides vision for followers Descriptive
Charismatic leadershipFollowers drawn to exceptional
characteristics possessed by leader Descriptive
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- Means of being a leader
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- Means to be a leader Leadership through decision making
(Vroom-Yetton model). Leadership through contact (management by
walking around). Leadership through power ( expert power,
legitimate power, reward and coercive powers, referent power).
Leadership through vision (transformational leadership).
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- Two ways of describing leadership styles Another way of looking
at leadership styles is to categorise it into two broad categories,
namely : Transactional Transformational Each style has its own
dimensions.
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- Please read more
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- Main reference: Aamodt 2010