LMP Summary
Inhoudsopgave
Lecture 1 – Theories of leadership .................................................................................................................. 2
Lecture 2 – What makes a good leader? ......................................................................................................... 4
Lecture 3 – Boardroom dynamics ................................................................................................................... 6
Lecture 4 – The dark side of leadership........................................................................................................... 8
Lecture 5 – CEO Compensation ..................................................................................................................... 10
Lecture 6 – Gender & Power & Leadership (guest lecture) ............................................................................ 12
Lecture 7 – Leadership development ............................................................................................................ 14
Lecture 8 – Executive coaching ..................................................................................................................... 18
Lecture 9 – Leadership selection ................................................................................................................... 20
Lecture 10 – Leading culture change ............................................................................................................. 23
Lecture 11 – Responsive lecture ................................................................................................................... 25
1
,Lecture 1 – Theories of leadership
Leadership
Leadership is the process of influencing others to understand and agree about what needs to
be done and how to do it, and the process of facilitating individual and collective efforts to
accomplish shared objectives.
What can leaders influence
- The choice of objectives and strategies to pursue
- The motivation of members to achieve the objectives
- The mutual trust and cooperation of members
- The organization and coordination of work activities
- The allocation of resources to activities and objectives
- The development of member skills and confidence
- The learning and sharing of new knowledge by members
- The enlistment of support of cooperation of outsiders
- The design of formal structure, programs, and systems
- The shared beliefs and values of members
Influential theories
The ‘Great Man’ theories
Historians who examined the life of a respected leader for clues leading to that person’s
greatness. Often focused on major life events and admirable traits; (persistence, optimism,
intelligence).
The trait approach
The relationship between the big 5 traits and leadership by leadership criteria (intelligence
and personality
The behavioral approach
Initiating structure/task-oriented à Individual and group performance
Consideration/relation-oriented à Follower satisfaction, motivation, leadership
effectiveness
Managerial grid: Y-axis; Emphasis on the needs of team members, their interests,
and areas of personal development when deciding how to accomplish a task.
X-axis; Emphasis on concrete objectives, organizational efficiency and high
productivity when deciding how to accomplish a task.
The contingency approach: The least preferred coworker contingency model
- Task-oriented leadership preferred in highly (un)favorable situations.
- Relation-oriented leadership preferred at moderate levels of situational favorability
The situational approach
- Job maturity: subordinate’s job-related ability, skills, and knowledge.
- Psychological maturity: the self-confidence and self-respect of the subordinate.
Task oriented à relation-oriented
New approaches:
LMX: Leader–member exchange theory:
In-group members have high-quality relationships with their leader and high latitude for
negotiating their work roles; rare use of formal power or authority. (Positive attitudes,
motivation, and performance).
Out-group members have low-quality relationships with their leader and little latitude for
negotiating their work roles; leader relies on formal power and authority.
2
, Transformational leadership:
The interplay between leaders and followers in which each raises the other to higher levels
of ethics, morality, and motivation. The leader transforms the followers by appealing to their
nobler motives, such as justice and peace.
- Idealized influence (charisma): behavior that increases follower identification with
the leader, such as setting an example of courage and making self-sacrifices to
benefit followers.
- Inspirational motivation: communicating an appealing vision and using symbols to
focus - subordinate effort.
- Intellectual stimulation: behavior that influences followers to view problems from a
new perspective and look for more creative solutions.
- Individualized consideration: providing support,
encouragement, and coaching to followers.
- Full range theory of leadership: (Transactional)
Authentic leadership:
leading with integrity and genuineness and not projecting an artificial persona. 4 dimensions:
- Self-awareness: understanding of strengths and weaknesses, and multifaceted
nature of the self
- Relational transparency: presenting one’s authentic self
- Balanced processing: showing that you objectively analyzed all relevant data before
making a decision
- Internalized moral perspective: self-regulation that is guided by internal moral
standards and values vs. group, organizational, and societal pressures
Charismatic leadership:
Charisma: a personal attribute of a leader that almost hypnotizes followers and compels
them to identify with and emulate the leader. Characteristics of charismatic leaders:
- Vision and articulation: Has a vision that proposes a future better than a status quo.
- Personal risk: Willing to take on high personal risk and self-sacrifice
- Sensitive to followers’ needs: Communicates high expectations and expressing
optimism and confidence in followers
- Unconventional behavior: Regarded as exemplary, novel, and counter to norms
- Communication: Including symbols, slogans, imagery, and metaphors
The followers of charismatic leaders are emotionally attached to the leader, never question
the leader’s beliefs or actions, and see themselves as integral to the accomplishment of the
leader’s goals (personalized vs socialized).
Transformational vs. charismatic:
Transformational leaders do more things that will empower followers and make them less
dependent.
Charismatic leaders are rare, and their emergence is often dependent on unusual conditions,
reactions to charismatic leaders are usually more extreme and diverse.
Two styles are often confounded in measures of leadership…
3
Inhoudsopgave
Lecture 1 – Theories of leadership .................................................................................................................. 2
Lecture 2 – What makes a good leader? ......................................................................................................... 4
Lecture 3 – Boardroom dynamics ................................................................................................................... 6
Lecture 4 – The dark side of leadership........................................................................................................... 8
Lecture 5 – CEO Compensation ..................................................................................................................... 10
Lecture 6 – Gender & Power & Leadership (guest lecture) ............................................................................ 12
Lecture 7 – Leadership development ............................................................................................................ 14
Lecture 8 – Executive coaching ..................................................................................................................... 18
Lecture 9 – Leadership selection ................................................................................................................... 20
Lecture 10 – Leading culture change ............................................................................................................. 23
Lecture 11 – Responsive lecture ................................................................................................................... 25
1
,Lecture 1 – Theories of leadership
Leadership
Leadership is the process of influencing others to understand and agree about what needs to
be done and how to do it, and the process of facilitating individual and collective efforts to
accomplish shared objectives.
What can leaders influence
- The choice of objectives and strategies to pursue
- The motivation of members to achieve the objectives
- The mutual trust and cooperation of members
- The organization and coordination of work activities
- The allocation of resources to activities and objectives
- The development of member skills and confidence
- The learning and sharing of new knowledge by members
- The enlistment of support of cooperation of outsiders
- The design of formal structure, programs, and systems
- The shared beliefs and values of members
Influential theories
The ‘Great Man’ theories
Historians who examined the life of a respected leader for clues leading to that person’s
greatness. Often focused on major life events and admirable traits; (persistence, optimism,
intelligence).
The trait approach
The relationship between the big 5 traits and leadership by leadership criteria (intelligence
and personality
The behavioral approach
Initiating structure/task-oriented à Individual and group performance
Consideration/relation-oriented à Follower satisfaction, motivation, leadership
effectiveness
Managerial grid: Y-axis; Emphasis on the needs of team members, their interests,
and areas of personal development when deciding how to accomplish a task.
X-axis; Emphasis on concrete objectives, organizational efficiency and high
productivity when deciding how to accomplish a task.
The contingency approach: The least preferred coworker contingency model
- Task-oriented leadership preferred in highly (un)favorable situations.
- Relation-oriented leadership preferred at moderate levels of situational favorability
The situational approach
- Job maturity: subordinate’s job-related ability, skills, and knowledge.
- Psychological maturity: the self-confidence and self-respect of the subordinate.
Task oriented à relation-oriented
New approaches:
LMX: Leader–member exchange theory:
In-group members have high-quality relationships with their leader and high latitude for
negotiating their work roles; rare use of formal power or authority. (Positive attitudes,
motivation, and performance).
Out-group members have low-quality relationships with their leader and little latitude for
negotiating their work roles; leader relies on formal power and authority.
2
, Transformational leadership:
The interplay between leaders and followers in which each raises the other to higher levels
of ethics, morality, and motivation. The leader transforms the followers by appealing to their
nobler motives, such as justice and peace.
- Idealized influence (charisma): behavior that increases follower identification with
the leader, such as setting an example of courage and making self-sacrifices to
benefit followers.
- Inspirational motivation: communicating an appealing vision and using symbols to
focus - subordinate effort.
- Intellectual stimulation: behavior that influences followers to view problems from a
new perspective and look for more creative solutions.
- Individualized consideration: providing support,
encouragement, and coaching to followers.
- Full range theory of leadership: (Transactional)
Authentic leadership:
leading with integrity and genuineness and not projecting an artificial persona. 4 dimensions:
- Self-awareness: understanding of strengths and weaknesses, and multifaceted
nature of the self
- Relational transparency: presenting one’s authentic self
- Balanced processing: showing that you objectively analyzed all relevant data before
making a decision
- Internalized moral perspective: self-regulation that is guided by internal moral
standards and values vs. group, organizational, and societal pressures
Charismatic leadership:
Charisma: a personal attribute of a leader that almost hypnotizes followers and compels
them to identify with and emulate the leader. Characteristics of charismatic leaders:
- Vision and articulation: Has a vision that proposes a future better than a status quo.
- Personal risk: Willing to take on high personal risk and self-sacrifice
- Sensitive to followers’ needs: Communicates high expectations and expressing
optimism and confidence in followers
- Unconventional behavior: Regarded as exemplary, novel, and counter to norms
- Communication: Including symbols, slogans, imagery, and metaphors
The followers of charismatic leaders are emotionally attached to the leader, never question
the leader’s beliefs or actions, and see themselves as integral to the accomplishment of the
leader’s goals (personalized vs socialized).
Transformational vs. charismatic:
Transformational leaders do more things that will empower followers and make them less
dependent.
Charismatic leaders are rare, and their emergence is often dependent on unusual conditions,
reactions to charismatic leaders are usually more extreme and diverse.
Two styles are often confounded in measures of leadership…
3
