week 1 (reading: ch1) - s3.studentvip.com.au fileleadership an ethical dimension because it lessens...

MGMT3302 - LEADERSHIP & PERFORMANCE

Week 1 (Reading: Ch1)

Introduction – Leader Development Leadership is a process whereby an individual influences a group of individuals to achieve a

common goal. It is complex and includes many dimensions –trait, ability, skill, behaviour,

relationship and influence process.

Effective leadership is intended influence that creates change for the greater good.

Leadership uses positive means to achieve positive outcomes.

Leadership vs Management

Seeks constructive change Establishes order

“Managers are people who do things rights, and leaders are those who do the right thing”

Leadership is

Trait

A distinguishing quality of an

individual, which is often

inherited. This means that

each individual brings to the

table certain qualities that

influence the way he or she

leads.

Effective leadership results

when the leader engages the

right traits at the right time.

Ability

Some people have the

natural ability to lead, while

others develop their

leadership abilities through

hard work and practice.

It is an individuals’ abilities

that create outstanding

leadership.

Skill

Leadership is a competency

developed to accomplish a

task effectively. Skilled

leaders are competent

people who know the means

and methods for carrying

out their responsibilities.

Skilled leaders are

competent – they know

what they need to do and

how to do it.

Behaviour

Observable. Two kinds of

general behaviours:

• Task behaviour – to get

the job done

• Process behaviour – to

help people feel

comfortable with other

group members and at

ease in the situations in

which they find

themselves

Relationship

Leadership is centred on the

communication between

leaders and followers rather

than on the unique qualities

of the leader. Becomes a

process of collaboration

between the leader and

followers.

Leaders must include

followers and their interests

and they must be fully aware

of the follower’s interests,

Influence Process

Influence is central to the

process of leadership

because leaders affect

followers. They direct their

energies toward influencing

individuals to achieve a

common goal which gives

leadership an ethical

dimension because it lessens

the possibility that leaders

might use coercion or other

unethical methods towards

their followers.


It is what leaders do when

they are in a leadership role.

ideas, positions, attitudes

and motivations.

Positive Leader Attributes

Trustworthy

Foresighted

Positive

Builds confidence

Intelligent

Win-win problem solver

Administratively skilled

Excellence oriented

Just

Plans ahead

Dynamic

Motivational

Decisive

Communicative

Coordinator

Honest

Encouraging

Motivator

Dependable

Effective bargainer

Informer

Team builder

Negative Leader Attributes

Loner

Irritable

Ruthless

Asocial

Non-explicit

Dictatorial

Non-cooperative

Egocentric

Emergence VS Effectiveness

• You are seen/ known as a leader by

your peers.

And/or:

• You place yourself in situations

which may allow you to be viewed as

a leader.

For example:

• A person high in extroversion might

be more readily identified by their

peers as the leader.

• You are a ‘good’ leader.

For example:

• A leader who is able to flexibly use a

range of skills and competencies to

achieve positive goals and outcomes

in collaboration with their followers.

There is a distinct difference between being seen as a leader, and being an effective leader

once you are in that situation.

Developable Leadership Skills

Domain Skills

Cognitive Speaking

Active listening

Writing

Reading comprehension

Active learning

Interpersonal Social perceptiveness


Coordination

Persuasion

Business Management of material resources

Operations analyses

Management of personnel resources

Management of financial resources

Strategic Visioning

Systems perception

Identification of consequences

Identification of key causes

Problem identification

Solution appraisal

➢ Leadership Theories Through History

Trait Approach

Were called “Great Man” theories because they focused on identifying

characteristic possessed by great social, political and military leaders like

Gandhi or Abraham Lincoln.

In the 1980s, researchers linked leadership to the “Big Five” personality factors

(CANOE) while interest in emotional intelligence as a trait gained favour in the

1990s.

CANOE – Conscientiousness, Agreeableness, Neuroticism, Openness,

Extraversion

Behaviour Approach

Focused on what leaders do and how they act, explored how managers use

task and relationship behaviours in the organizational setting.

Situational Approach

Premise is that different situations demand different kinds of leadership. Two

approaches: path-goal theory & contingency theory.


Path-goal theory – examines how leaders use employee motivation to

enhance performance and satisfaction

Contingency theory – focuses on the match between the leader’s style and

specific situational variables

Relational Approach

Leader-Member Exchange (LMX) Theory predicts that high-quality relations

generate more positive leader outcomes than low-quality relations.

New Leadership Approach

Began with the work of Bass (1985, 1990) with charismatic leadership theories.

From these, transformational leadership theory was developed which

describes leadership as a process that changes people and organizations.

Emerging Leadership Approach

Authentic leadership – looks at authenticity of leaders and their leadership

Spiritual leadership – examines how leaders use values, a sense of “calling”

and membership to motivate followers

Servant leadership – emphasizes the “caring principle” with leaders as

“servants” who focus on their followers’ needs in order to help these followers

becomes more autonomous, knowledgeable, and like servant themselves.


Week 2 (Reading: article from lms)

Goal Hierarchy

Strength of connection related to:

• Helpfulness in achieving higher-order goal

• Attractiveness of achieving it

• Feasibility of accomplishment

• Accountability

We do what we do when we have so many other things to do due to goal choice (behavior)

driven by higher-order goals, identities and values.

Viewing self-concept as a hierarchy of goals

Includes values (abstract, life-long goals), indentities, project goals (long-term goals), day-to-day task of goals

Connections between them


The more strongly connected a task/behaviour is, the more likely it is to be viewed as

important and more likely to put effort into it.

Authentic Leadership & Implicit Theories Implicit theories - the ideas we have of what a leader is like, what traits, characteristics and

abilities they have (mental model)

Implicit - goes without saying, unconscious thought

Overarching characteristics that we have in our head about leaders (implicit attributes):

Positive:

Sensitivity

Intelligence

Dedication

Dynamism

Negative:

Tyranny (manipulative, conceited,

domineering, pushy)

Masculinity (some research find it’s a

positive, some find it to be negative)

➢ Just because someone has these characteristics, it does not mean they will be effective

leaders. It means they’re more likely to be accepted as leaders, they’re more likely to

emerge as leaders.

➢ If you have these characteristics, you are also more likely to have a better relationship

with your followers because people accept you as a leader, they see you as a leader.

(1) When these “good” leaders don’t have these implicit characteristics we believe is

what makes a leader, they will not be seen as leaders. They won’t see themselves as

leaders and others won’t see them as leaders.

•Women often don't match the implicit theory and are punished

•Hiding "good" leaders (1)

•"Bad" leaders emerging (2)

Leader Identity

Acceptance of leaders

Leader-follower relations

Gender


(2) People who do have these implicit characteristics are likely to emerge as leaders but

that does not mean they’ll be effective leaders (“bad” leaders emerging)

Authentic Leadership

it’s about self-awareness, awareness of others and a developmental focus.

It’s about making sure what you do and what you say match up with what you believe

(that you’re authentic).

It’s about being genuine, having high integrity and strong ethics and social values

The creation of high levels of trust built on a firm ethical and moral framework

Commitment to organizational success grounded in social values

Outcomes:

• Job satisfaction, trust, organizational commitment, work engagement, well-

being

• “personal identification with authentic leaders influences followers’

workgroup and organizational identification, because the leader represents

the interests of the group and works towards achieving goals important to the

organization” – Wong et al. (2010, p.897)

Self-Concept & Leader Identity Self-Concept – the roles that you play and how you see yourself

Two different types of identities:

• Group identities

➢ Leaders & Group Identity

o Each group has a group prototype

Characteristics that members have in common, what distinguishes

them from other groups


Idealised image of the group

o Effects (if they follow the prototype):

Affects beliefs about leader’s group-orientedness

More likely to trust leader’s intentions

Affects emergence and effectiveness

Follower satisfaction, task performance, creativity

• Personal identities

➢ Leaders & Personal Identity

Seeing

oneself as

a leader

“An identity or sub-identity that an individual holds regarding his

or her role as a leader…[that] does not necessarily relate only to

formal leadership roles, but more importantly how an individual

comes to think of oneself as a leader” Day et al., 2009

o Effects (of seeing yourself as a leader):

More willing you are to make decisions and more quickly you will

make them

More likely to engage in leadership experiences

More likely to develop effectiveness as a leader, more willing to

engage in experiences and learn from them

o How does it develop?

1. Internal matching of leader schema and self-concept

2. Provisional identity

3. Try out new identity

4. Feedback from others

5. Relational recognition

• Each of these different types of identities have different process, they’re involved in

different aspects of your perception, behaviour and attitudes.


Week 3 (Reading: Ch 2)

Individual Differences & Leadership Personality - An enduring pattern of psychological and behavioural attributes.

Sources of personality differences Personality Theories

Heredity (nature)

Environment (nurture)

Trait Theories

Psychodynamic Theories (1)

Humanistic Theories (2)

(1) About how our unconscious drives our personality

(2) About our need for growth and desire to keep moving forward and being better

Personality Characteristics Traits

Unique organization of

characteristics that define

an individual and determine

that person’s pattern of

interaction with the

environment

Includes thoughts, feelings

and behaviours that

combine distinctly in each

individual

Continuous dimension on

which individual differences

may be arranged

quantitatively in terms of

the amount of characteristic

the individual exhibits

The Big Five theory (of personality traits) – Conscientiousness, Agreeableness, Neuroticism

(Emotional Stability), Openness to experience, Extraversion (CANOE)

Trait approach to

leadership – effective

leaders possess

distinguishing traits that

set them apart from

others (ex: honesty,

integrity, charisma,

strength, decisiveness,

enthusiasm, self-

confidence, sex-appeal,

etc)


Traits Six key traits that people associate with successful leaders:

1. Intelligence

Having good language skills, perceptual skills and reasoning ability which makes people

good thinkers, and makes them better leaders.

Intelligent leaders are:

Well informed

Aware of what’s going on around them

Understand the job that needs to be done

o It’s important that they obtain information about what their role entails

and learn as much as possible about their work environment --> helps

them be more knowledgeable and insightful

2. Confidence

Has to do with feeling positive about oneself and one’s ability to succeed which comes

from understanding what is required of you. This can come from awareness, having a

mentor to show the way and provide constructive feedback, and it also comes from

practice.

Practice builds confidence because it provides assurance that an aspiring leader can do

what needs to be done. Those who accept opportunities to practice their leadership will

experience increased confidence in their leadership abilities.

Confident leaders are:

Self-assured and believe they can accomplish their goals

Feel strong and secure about their positions

Move forward with a clear vision

Feel a sense of certainty and believe they’re doing the right thing

3. Charisma

Refers to a leader magnetic charm and appeal, and can have a huge effect on the

leadership process. It gives a leader the capacity to do extraordinary things, it gives them

an exceptional power of influence

Charismatic leaders:

Serve as a strong role model for the values that they desire others to adopt

(Gandhi advocated nonviolence)

Show competence in every aspect of leadership, so that others trust their

decisions

Articulate clear goals and strong values (Martin Luther King Jr.)

Communicate high expectations for followers and show confidence in their

abilities to meet these expectations. They can excite and motivate others to

become involved in real change


4. Determination

The decision to get the job done which includes characteristics such as initiative,

persistence and drive. They’re willing to assert themselves, they’re proactive and have the

capacity to persevere in the face of obstacles. Being determined sometimes includes

showing dominance especially in situations where others need direction.

Determined leaders:

Focused and attentive to tasks

Know where they are going

How they intend to get there

o Determination requires perseverance, discipline and ability to endure. They

must stay focused on the task, clarify goals, articulate the vision and encourage

others to stay the course. (Nelson Mandela)

5. Sociability

Refers to a leader’s capacity to establish social relationships. People want sociable leaders

– leaders with whom they can get along with.

Social leaders:

Friendly

Outgoing

Courteous

Tactful

Diplomatic

Sensitive to others’ needs and show concern for their well-being

Have good interpersonal skills and help to create cooperative relationships within

work environments

Bring positive energy to a group thus making the environment more enjoyable

6. Integrity

Is a characteristic of leaders who possess the qualities of honesty and trustworthiness.

Honesty – helps people have trust and faith in what leaders have to say and what they

stand for. It also enhances a leader’s ability to influence others because they have

confidence in and believe in their leader. If followers do not trust a leader, the leaders

influence potential is weakened.

Leaders with integrity:

Have a strong set of principles and take responsibility for their actions.

Inspire confidence in other because they can be trusted to do what they say

they’re going to do

Are loyal, dependable, and transparent


➢ Bright & Dark Traits Social Desirability of Traits (Judge & Long, 2013)

Socially

Desirable

• Extroversion

• Agreeableness

• Conscientiousness

• Emotional Stability

• Openness

Socially

Undesirable

• Narcissism

• Histrionic (drama queen)

• Dominance

• Machiavellianism (does

everything to move up

the ladder)

Leadership Paradox – in some contexts they can be positive and negative in others

Bright Traits

Traits Bright Side Dark Side

Extroversion More likely to emerge as leader;

more charismatic and inspiring;

greater ambition

More impulsive and risky

decisions; less likely to

listen to followers; may

lack persistence and

commitment to long-

term vision

Agreeableness More considerate; more positive

interpersonal interactions and

helping behaviour; lower conflict;

lower deviance and turnover

Lower ambition to lead or

excel; less initiating

structure; easily rolled off

course by influential

followers

Conscientiousness Greater desire to lead; more

effective at setting and

maintaining goals; more ethical

Reduced adaptability;

more controlling; more

likely to lose visionary

focus in favor of micro-

management

Emotional

Stability

Greater desire to lead; more

positive vision; more ethical

Less able to detect risks;

less concerned with

danger; more likely to

choose easy wins that

verify self-concept

Openness More innovative; more visionary;

more adaptable

Non-conformists; more

likely to lead group in

dangerous or

independent direction;

less likely to accept

leadership from above


Dark Traits

Traits Bright Side Dark Side

Narcissism More likely to emerge as leader;

more willing to defend territory

against threats; more charismatic

Inflated self-views in

terms of leadership;

exploitive and

manipulative leadership;

derogation of perceived

competitors

Histrionic More likely to emerge as leader;

more likely to be viewed as

charismatic and innovative; good

social skills, especially in new

environments

Vanity; attention-

seeking; overly dramatic

and unstable; low

tolerance for frustration

Dominance More motivated to lead; more likely

to emerge as leader; more effective

at taking charge

Perceived as controlling

or domineering; may be

conflict-seeking; difficult

interactions with

followers

Machiavellianism Greater motivation to lead; more

politically astute; may win greater

gains for group

Less considerate; more

manipulative; overly

political; win-lose

leadership

➢ Situational Moderators of Traits In regards to followers as a moderator of traits:

• Job Knowledge:

o Followers with low job knowledge want initiating structure, not

consideration

▪ In these situations, leaders’ high conscientiousness and

dominance are preferred

o Followers with high job knowledge or with low task complexity want

consideration, not initiating structure

▪ In these situations, leaders high on agreeableness is preferred

• Individualism/Collectivism

o If followers are collectivism expect leader to look after them

▪ Agreeableness is associated with effectiveness in a collectivism

society & Narcissism in this society with be very ineffective

Western culture more individualistic


Eastern cultures more collectivistic

In regards to organisational structure as a moderator of traits:

• Strong vs Weak situations

o In a strong situation the personality factor of the leader is not going to

have any effect at all or very minimal effect due to a strong

organisational structure and rules in place

• Fit with structure

o Mechanistic vs organic structure

▪ Mechanistic – bureaucracy, rules, guidelines, procedures to

follow, has a nice hierarchy

▪ Organic –there’s no clear rules, no clear organizational chart.

The organisation changes, adapts and evolves.

o Someone who has high openness to experience will fit

organic structure more than mechanistic

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