Leadership

-       Is hard

-       Formal positions and informal leadership

-       Motivated others to contribute to goals

-       Dynamic

Occurs in interaction -> root in social context

-       Organization (top executives -> lower levels, Leaders -> organization culture)

-       Group (sharing leadership in group, Leaders -> member behaviors )

-       Dyad (Supervisor -Subordinate/Leader-Follower)

-       Intraindividual (Traits/values -> leader behavior, decisionmaking in leadership)

-       Behavioral theories

o   Ohio state studies -> two dimensional model (relationship orientation, task orientation)

o   No one size fits all style -> effectiveness depending on situation- leader characteristic interaction  

§  Nature of task

§  Leader personality

§  Group characteristics

Fiedlers contingeny model

o   Path Goal Theory

o   Decision making model

§  Depending on combination of

·       Leader member relation

·       Taskstructure

·       Position of power

§  Either task oriented or relationship oriented better

·       Task slightly more often

o   when LM and TS are both high or low

o    when LM And PP are both high

§  Leaders clarify path to goal (directive, participative, suppoprtive, achievement oriented)

·       Environmental and Subordinate contingency factors also influence the effect of leadership on outcomes

§  Prescribes appropriate leader behavior depending on situation (entscheidungsbaum)

§  Strategies

·       Acting alone/Autocratic (makes decision alone)

o   A1-> makes decision w existing info

o   A2 -> consults for information

·       Consulting with others (makes decision but gets opinions)

o   C1 -> Consults team for opinions

o   C2-> consults for opinions and succestions

·       Group consensus/Collaborative

o   G2-> Leader shares decision making process with team and supports it in making decision

o   Unique working relationships with individual group members

§  Subset with high quality LMX = ingroup

·       Loyalty and performance -> additional rewards responsablity, trust (social exchange logic)

§  Low LMX -> only interaacto n contractual obligation (transactional exchange logic)

§  LMX  influences performance and turnover intentions through (and additionally to) Followers work engagement

Exceptional characteristics cause followers to be loyal and inspired

§  Identifying/articulating leadership

§  Providing model

§  Fostering acceptance of goals

§  High performance expectations

§  Individualized support

§  Intellectual stimulation

§  Management by execption (status quo/correct options) vs creative problemsolving

Leadership depends on power and reinforcement of subordinates vs creating learning opportunitys stimulating followers problemsolving

-       Cause of stress, related to strain anxiety and emotional exhaustion

-       Toxic triangle of destructive leadership

-       Meta analysis

o   Low transformational leadership and more abusive supervision -> stress and burnout

o   Transformational leadership and LMX -> lower stress and burnout

But no clear causality

-       Need for mor dynamism in leadership research (currently incapaple to explain complexity)

-       Leaderhip as relational process (communication as core)

-       Leaders communivative behavior needs behavioral manifestation to influence

-       Influential role of followers

o   Behavioral analyses of leader follower Dynamic is state of the art

-       Important for effective leadership

-       Withing meeting interactions systematic interaction patterns

o   solution focused leader behavior -> higher solution focused member behavior and lower Counterproductive behavior

o   meetings can provide insight into team dynamics otherwise hidden from Leaders

-       Role of Leader and follower are clarified and accepted through

o   Identity work (claiming leader/ granting follower identity)

o   Influences

§  Individual internalization

§  Relational recognition

§  Collective endorsement

-       Emergent leadership: informal based on member perception

-       Leaderless groups naturally develop leader follower hierarchies

-       Research traditionally focuses on dispositions/abilities

-       Influence of communication ambivalent : distinct communicative content vs babble effect

-       Emergent leaders need to alternate between

o   task oriented (First and half term meeting)

o   relationship oriented (last meeting)

o   change oriented behavior(first meeting)

o   Men more likely to be perceived as emergent leaders

§  Leaderhip behavior = agentic -> close to male gender role/potential backlash for females)

§  Differences in reactions to female leaders communication

o   Glass ceiling = prevents women and minorities from advancing to management

§  Despite antidiscrimination Biases and Stereotypes

o   Labyrinth metaphor

§  Woment/minorities not prevented bur slower in carieer progression (route exists but twists and turns

o   Benefits of female leadership

§  All contexts considered = no gender difference

§  Women are higher in other-ratings and men are higher in self-ratings of effectiveness

·       More effective agentic and communal (men less effective more passive)