MISC

- some theories focus on leaders, other thoeries focus on the follower and context, BUT leader-member exchange theory conceptualizes leadership as a process and is centered on the interactions between a leader and subordinate

- 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

- expanded/negotiated role responsibilities (extra roles), relationships marked by mutual trust, respect, liking and reciprocal influence, - more likely to receive more information, influence confidence, - and concern than out group members, more dependable highly invovled and communicative

- formal employment contract (defined roles), - relationship marked by formal communication based on job descriptions, - less compatible, usually ust come to work and go home

(organizational effectiveness) - leaders, - followers, - groups, - organizations in general

- stranger phase, - acquaintance phase, - mature partnership phase

- interactions within the leader subordinate dyad are generally rule bound, - rely on contractual relationships, - relate to each other within prescribed organizational roles, - experience lower quality exchances, - motives of subordinate directed toward self-interest rather than good of the group

- begins with an offer by leader/subordinate for improved career-oriented social exchanges, - testing period for both asseing whether ~ the subordinate is interested in taking on new roles ~ leader is willing to provide new challenges, - shift in dyad from formalized interactions to new ways of relating, - quality of exchanges improve along with greater trust and respect, - less focus on self-interest more on goals of the group

- marked by high quality leader member exchanges, - experience high degree of mutual trust, respect and obligation twoards each other, - tested relationship and found it dependable, - high degree of reciprocity between leaders and subordinates, - may depend on each other for favors and special assistance, - highly developed patterns of relating that produce positive outcomes for both themselves and organization, - partnerships are transofmational moving beyond self interest ot accomplish greater good of the team and organization

- validates our experience, - the dyadic relationship is the centerpiece, - communication, - solid research foundation

- strong descriptive theory, - confirms our experience that people within orgs relate to each other and the leader more than others

makes the dyadic relationship the centerpiece of leadership process

effective leadership occurs when communication of leaders and subordinates are high quality exchanges

backed up by research on the positive outcomes of leader member exchange

- appears unfair and discriminatory, - basic theoretical ideas are underdeveloped, - various scales and levels of analysis

due to the separation of groups in groups and out groups, does not address the issues of fairness

failes to explain how high quality exchanges are created

results are not directly compatible, measurement scales lack content validity which mean they are not measuring what they are intended to measure

- transactional, - transformational, - pseudotransformational

- focuses on the exchanges that occur between leader and their followers, - the exchange dimension is so common that you can observe it at all walks of life, ex: surpass goals = promotion, no new taxes = votes, sell more cars = bonus, turn in assignments = grade

- process of engaging with others to create a connection that increases motivation and morality in both the leader and the follower, - leader is attentive to the needs and motives of followers and tries to help followers reach their ullest potential - socialized leadership ex: mohandas Gandhi

- focuses on the leaders own intersts rather than the interests of their followers, leaders who are - transforming but in a negative way, - self consumed exploitive power oriented and warped moral values, - personalized leadership, Ex: adolph hitler, saddam hussein

- process, - influence, - core elements, - encompassing approach, - charisma, charismatic leadership tehory

Transformational

leadership making

types of leadership defined: transactionl, transformational, pseudotransformational

characteristics of team excellence

conditions of group effectiveness

modelf o transformational leadership: same continuum

theory of charsimatic leadership: personality characteristics, behaviors, effects on followers

5 fundamental practices: model the way, inspire a shared vision, challenge the process, enable others to act, encourage the heart

- that changes and transforms individuals, - incorporates charismatic and visionary leadership

- TL invovlves an exceptional form of influence that moves followers to accomplish more than what is usually expected of them

- is concerned with emotions, values, ethics standards and long term goals, - includes assessing followers motives satisfying their needs and treating them as full human beings

- describes a wide range of leadership influence: specific: one on one, broad: whole org or culture, - followers and leader are inextricably bound together int he transformation process

- a special personality characteristics 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

- charismatic leaders act in unique ways that have specific charismatic effects on followers

- personality characteristics, - behaviors, - effects on followers

- dominant, - desire to influence, - confident, - strong values

- sets strong role model, - shows competence, - articulates goals, - communicates high expectations, - expresses confidence, - arrouses motives

- trusts in leaders ideology, - belief similarity between leader and follower, - unquestioning acceptance, - affection toward leader, - obedience, - identification with leader, - emotional involvement, - hightened goals, - increased confidence

- expanded and refined work done by Burns and house and included, - extended houses's work by, - TL motivates followers beyond the expected by

- more attention to followers rather than leaders needs, - suggested TL could apply to outcomes that were not positive, - described transactional and transformational leadership as a continuum

- giving more attention to emotional elements and origins of charisma, - suggested charisma is a necessary but not sufficient condition for TL,

- 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

- transformatinal leadership, - transactional leadership, - laissez faire leadership

- idealized influence charisma, - inspirational motivation, - intellectual stimulation, - individualized consideration

- contingent reward / constructive transactions, - management by exception/ active and passive/ corrective transactions

- laissez-faire / non transactional

-idealized influence (charisma), - inspirational motivation, - intellectual stimulation, - individualized consideration

- describes leaders who act as strong role models for followers, ~ followers identify with leaders and emulate them, - leaders have high standards of ethical and moral conduct, ~ followers deeply respect and trusts leaders, ~ leaders provide a vision and sense of mission

- leaders who communicate high expectations to followers: ~ inspiring followers through motivation to commitment and engagement in shared vision of the organizaiton, ~ leaders use symbols and emotional appeals to focus group memebers to achieve more than self interest but team spirit promoted

- stimulates follower sto be creative and innovative, ~ challenge their own beliefs and values those of leader and organization, ~ leader supports followers to try new approaches, develop innovative ways of ealing with organization issues

- leaders who provide a supportive climate in which they listen carefully to the needs of followers, ~ leaders act as coaches and advisors encouraging self actualization

refer to slide 53

- model the way, - inspire a shared vision, - challenge the process, - enable others to act, - encourage the heart

exemplary leaders set a personal example for otheres by their own behavior

effective leaders inspire visions that challenge others to transcend the status quo to do somethign for others

leaders are like pioneers are willing ot innovate, grow, take risks and improve

leaders create environments where people can feel good about their work and how it contributes to greater community

leaders use authentic celebrations & rituals to show appreciation and encouragement to others

- broadly researched, - intuitive appeal, - process-focused, - expansive leadership view, - emphasizes follower and effectiveness

widely researched from many different perspectives of well known orgs and CEOs

describes how the leader is out front advocating change for others

followers gain a more prominent position in the leadership process

not only includes the exchanges of rewards but also attention to the needs and growth of followers

suggests leadership has a moral dimension

- lacks conceptual clarity, - measurement is questioned, - personality trait vs behavior, - elitists and antidemocratic, -heroic leadership bias and can be abused

cover such a wide range of activities and characteristics. ex: transformational and charismatic leadership are the same even thou charisma is only one component of transformational

MLQ four factors of transformational leadership are highly correlated with each other and do not represent distinct factors

transformational leadership is seen more as a trait or personality rather than behavior that can be taught

can sometimes display the leader as acting independent from followers and putting himself above followers needs

heroic leadership bias, by focusing on the leader you fail to see the influence followers have on leaders

who is to determine that the new vision is good or not good?

team based problem solving

evaluated by leadership functionality, leader's mental model of the situation

- clear elevating goal, - results driven structure, - competent team members, - unified commitment, - collaborative climate, - standards of excellence, - external support, - principled leadership

- clear so that all can tell if performance objective has been met, - is motivating or involving so that members believe it is worthwhile and important

- did you need a team at all? , - need to find best structure to achieve goals: clear team meber roles, good communication, methods toa ssess individual performance, an emphasis on fact based judgements

components: - right number and mix of members, - members must be provided sufficient information and education/ training, - requisitve technical and interspersonal skills

teams need a carefully designed and developed sense of unity or identification team spirit

- trust based on openness honesty consistency and respect, - integration of individual actions, - leaders facilitate a collaborative climate

- regulated performance, - how accomplished by the leader: requireing resul, reviewing results, rewarding results

- teams supported by external resources are, - give then tmaterial resources needed to do their jobs, - recognized for team accomplishments, - rewarded by tying those rewards to team members performance not individual achievement

- inluences team effectiveness through 4 sets of processes: - cognitive, - motivational, - affective, - integrative

- cognitive, - motivational, - affective, - integrative

leader helps the team understand the problems confronting the team

helps the team becoem more cohesive and capably by setting high performance standards and helping the group to achieve them

helps the team handle stressful circumstances by providing clear oals, assignments and strategies

helps integrate the teams activities by matching member skills to roles providing clear performance strategies, monioring feedback and adapting to enviornmental changes

- monitor or take action, - task or relational, - internal or external

continue monitoring the team or take action based on current information

determine the general task or relational function of intervention needed

intervene at internal level within team or external level teams environment

1 , 2 , 3, 4

diagnosing group deficiencies

taking remedial action

forecasting environmental changes

preventing deleterious changes

- leadership decisions, - internal/external leadership actions, - team effectiveness

- monitor, - task/relational, - internal/external

- task / relational, - environmental

- performance, - development

- provides answers, provides a cognitive guide, - recognizes the changing roles, - can be used as tool

helps you know what an excellent team

gives a road map to monitor and maintain effective teams

takes into account the changing roles of leaders focuses on the critical functions of leadership as diagnosis and action taking

in leader selection

- not totally supported or tested, - doesnt include all skills, - fails to provide much guidance and how to teach and provide skill development for the wide range of skills required

not thoroughly empiraclly supported

maybe they mean decisions

complex - may not be practical

doesn't teach how to provide skill development

- roles, - exchanges, - influences, - interests

LMX

- recognizes the existence of in groups and out groups within an organization, - significant differences in how goals are accomplished using in groups vs out groups, - relevant differences in in groups vs out group behaviors

- leader should offer each subordinate an opportunity for new roles/responsibilties, - leader should nurture high-quality exhanges with all subordinates, - rather than concentrating on differences leader focuses on ways to build trust and respect with all subordinates resulting in entire work group becoming an in group

R: scripted, I: one way, E: low quality, I: self interest

R: tested, I: mixed, E: medium quality, I: self and other interest

R: negotiated, I: reciprocal, E: high quality, I: group interest

- contingent reward, - management by exception, - laissez faire

the exchange process between leaders and followers in which effort by followers is exchanged for specified rewards

leadership that invovles corrective criticism, negative feedback, and negative reinforcement. Two forms: active - watches follower closely to identify mistakes/rule violates, passive - intervenes only after standards have not been met or problems have arisen

- the absence of leadership, - a hands off let things ride approach, - refers to a leader who: abdicates responsibilty, delays decisions, gives no feed back, and makes little effort to help follower satisfy their needs

Team leader

1st part is predictive

for the leader

- clear engaging direction, - enabling structure, - enabling context, - adequate material resources, - expert coaching

- clear elevating goal, - results driven structure, - competent team members, - unified commitment, - collaborative climate, - standards f excellence, - external support and recognition, - principled leadership

task accomplishment

maintenance of team

is the quality of decision making hte ability to implement decisions the outcomes of team work in terms of problems solved and work completed and finally the quality of institutional leadership provided by the team

is the cohesiveness of the team and the ability of group members to satisfy their own needs while working effectively with other team members