Power, Leadership, & Groups

Transcription

1 Power, Leadership, & Groups

2 Definition Leadership defined: Guidance of others in their pursuits, often by organizing, directing, coordinating, supporting, and motivating their efforts.

3 Types of Power Used by Leaders Personal/Positive Power Expert power belief that one holds credibility or expertise Referent power liking, respect, or admiration Information power access to specific information necessary to group Positional/Negative Power Legitimate power power that is externally validated Reward power ability to offer rewards for behavior Coercive power ability to punish others for behavior (Franz, 2012, pp )

4 Both positive and negative types of power are effective in changing behavior Power can influence the other members of the group Misuses of power can negatively affect team performance (Franz, 2012, p. 234)

5 Researchers at Ohio State built these two dimensions into their THE LBDQ Leader Behavior Description Questionnaire (LBDQ). The relationship between task-oriented leadership (structuring), relational leadership (support), and various leadership outcomes.

6 Traits + Situations = Leadership Leadership depends on the qualities of the individual, but also the nature of the situation. The Interactional Model: Behavior is a function of the person and the environment (B = f (P, E) A variety of personality factors are linked to leadership, including assertiveness, dominance, and character strengths Conscientiousness and Extraversion, in the Five Factor Model, are particularly strong predictors of leadership emergence.

7 Personality Traits: Five Factor Model

8 Competencies & Leadership Certain competencies are associated with leadership emergence. Groups prefer leaders who are somewhat more intelligent than the average group member. Emotional intelligence is related to leadership emergence and effectiveness. Sternberg s systems model of leadership stresses the importance of practical and creative intelligence.

9 Emergence: Who gets to try to be a leader? People who speak more in groups are likely to emerge as leaders ( the babble effect ), although work by Jones and Kelly suggests that quality of comments is more influential than sheer quantity.

10 Emergence: Who gets to try to be a leader? Leadership emergence is associated with demographic variables. Leaders tend to be older, taller, and heavier than the average group member. Women are less likely to be selected as leaders in groups (see Glass Ceiling Effect ); ironically, women may possess more of skills needed to be a successful relationship-oriented leader. Racial and ethnic minorities may face bias with regard to even getting the chance to serve as leaders.

11 Emergence: Who gets to try to be a leader? Lord s implicit leadership theory: Followers expectations about qualities of a leader their implicit leadership theories influence reactions to potential leaders and leaders.

12 Emergence: Social Identity Theory Assumes leaders must fit in with their group and shape group s identity. Leaders tend to match a group s identity. Effective leaders minimize factors that might set them apart from the group. Leaders must favor the ingroup over the outgroup. Leaders usually condemn (or at least show disdain for) the outgroup. Effective leaders create or strengthen the group s identity. Example Example 2

13 Contingency Theories of Leadership : Fiedler Leadership effectiveness depends on (is contingent on ) both the person and the situation Fiedler s theory includes 1 person variable (leadership motivation, which is task vs. relational) and 3 situational variables that combine to represent situational favorability

14 Contingency Theories of Leadership : Fiedler Fiedler measured task motivation with his Least Preferred Co-worker Scale. (see below) Think of a person with whom you can work least well. He or she may be someone you work with now or someone you knew in the past. This coworker does not have to be the person you like least but should be the person with whom you had the most difficulty in getting a job done.

15 Contingency Theories of Leadership : Fiedler High LPC leaders most effective in moderately favorable situations Low LPC leaders most effective in very favorable or very unfavorable situations

16 Contingency Theories of Leadership : Fiedler

17 Contingency Theories of Leadership: Blake & Mouton Leadership effectiveness depends on the leader s style some styles are more effective than others and the match of style to the situation.

18 Contingency Theories of Leadership: Blake & Mouton The leadership grid

19 Contingency Theories of Leadership: Hersey & Blanchard Hersey and Blanchard s Situational leadership theory suggests that groups benefit from leadership that meshes with the developmental stage of the group.

20 Contingency Theories of Leadership : Hersey & Blanchard Follower maturity based on: Past job experience Job knowledge Understanding of job requirements Willingness to take responsibility Achievement motivation Commitment (Hersey & Blanchard, 1982)

21 Contingency Theories of Leadership : Graen s LMX Theory Leader member exchange theory (LMX) focuses on the dyadic relationship linking the leader to each member of the group and notes that, in many cases, two subgroups of linkages exist (the inner group and the outer group). Groups with more inner-group members are more productive. (Formerly known as the Vertical-Dyad Linkage Model)

22 Contingency Theories of Leadership : Graen A B Outer group Inner group C Leader R W D E X Y Z G F

23 Theories of Leadership: Transactional - Transformational Transactional Leadership Leaders treat their relationships with followers as a transaction: define expectations and offer rewards, some sort of exchange Contingent rewards: if a follower produces the desired behavior, she will receive the contracted award (positive and negative)

24 Theories of Leadership: Transactional - Transformational Transformational theories of leadership examine how charismatic leaders influence group members and promote change by: Inspirational motivation Intellectual stimulation Individualized consideration If successful, transformational leaders bring about positive outcomes for both themselves AND team members.

25 Functional Leadership Theory Recommends that leaders do whatever is necessary to create success among followers More of taxonomies of how leaders should behave A recommendation for actions rather than an overarching philosophy (Franz, 2012, p. 240)

26 Functional Leadership Theory Leaders attend to the internal and external needs of the group Knowing about group performance compared to a benchmark Collect relevant information about group performance Knowing about group goals Interpreting the external environment and forecasting changes in the environment (Franz, 2012, p. 240)

27 Functional Leadership Theory Leaders intervene to improve group functioning, including: Supporting a team s self management Providing information to members about their performance Providing a method of communicating information within the team Coaching team members (Franz, 2012, p. 240)

28 Leadership Substitutes Theory: Do Some Groups Need Leaders? Group Member Characteristics Task Characteristics Characteristics of the Organization Has ability, experience, training, knowledge Has a need for independence Has professional orientation Is indifferent to group rewards Is unambiguous and routine Is methodologically invariant Provides it own feedback concerning accomplishment Is intrinsically satisfying Formalized (explicit plans, goals, and areas of responsibility) Inflexible (rigid, unbending rules and procedures) Highly specified with active advisory and staff functions Closely knit, cohesive workgroups Organizational rewards not within the leader s control Spatial distance between superior and subordinate Will Neutralize Task Leadership Will Neutralize Relationship Leadership

29 Men, Women, and Leadership Men: Task Leaders Women: Relationship Leaders Assigns tasks to members Makes attitudes clear to group Critical of poor work Sees to it that group is working to capacity Coordinates activity Listens to group members Easy to understand Friendly and approachable Treats group members as equals Willing to make changes This difference between men and women is ONLY a tendency; it does not apply to all men/women or in all group situations

30 Team Leadership Practices of team leadership that best create team effectiveness: Ensure that the goals, task, and feedback are all suited to group work while providing members with direction towards and overall collective mission. Explicitly define accountability for a group Clarify the structure, including the level of authority as well as the decisions for which the team is responsible. (Franz, 2012, p )

31 Team Leadership Work to keep membership stable while maintaining the right people for the task and developing member skills. Promote team goal setting, team reward structures, and processes designed to improve team learning. Ensure that the group has the information it needs to complete its task and get the information if necessary. (Franz, 2012, p )