week 1 (reading: ch1)
TRANSCRIPT
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.
MGMT3302 - LEADERSHIP & PERFORMANCE
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
MGMT3302 - LEADERSHIP & PERFORMANCE
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.
MGMT3302 - LEADERSHIP & PERFORMANCE
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.
MGMT3302 - LEADERSHIP & PERFORMANCE
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
MGMT3302 - LEADERSHIP & PERFORMANCE
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
MGMT3302 - LEADERSHIP & PERFORMANCE
(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
MGMT3302 - LEADERSHIP & PERFORMANCE
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.
MGMT3302 - LEADERSHIP & PERFORMANCE
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)
MGMT3302 - LEADERSHIP & PERFORMANCE
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
MGMT3302 - LEADERSHIP & PERFORMANCE
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
MGMT3302 - LEADERSHIP & PERFORMANCE
➢ 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
MGMT3302 - LEADERSHIP & PERFORMANCE
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
MGMT3302 - LEADERSHIP & PERFORMANCE
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