Fall
17
Motivation, Power and Leadership
Gina Fialka
Lecture notes
Lecture notes MPL
,LECTURE 1 – INTRODUCTION 3
INTRODUCTION 3
WHAT IS LEADERSHIP? (CHEMERS, 2000) 3
POWER 7
LECTURE 2 – MOTIVATION 9
INTRODUCTION 9
MOTIVATION THEORIES 9
SELF-DETERMINATION THEORY (GAGNÉ AND DECI, 2005) 11
FACTORS THAT ENHANCE INTERNALIZATION (DECI, EGHRARI, PATRICK & LEONE, 1994) 12
SDT MODEL OF WORK MOTIVATION ERROR! BOOKMARK NOT DEFINED.
SOCIAL IDENTITY PERSPECTIVE ON MOTIVATION (ELLEMERS ET AL., 2004) 13
LECTURE 3 – LEADERSHIP AND POWER 16
INTRODUCTION 16
TRANSFORMATIONAL AND TRANSACTIONAL LEADERSHIP 16
DETERMINANTS AND CONSEQUENCES OF POWER (KELTNER ET AL, 2003) 18
FROM POWER TO ACTION (GALINKSY, GRUENFELD & MAGEE, 2003) 19
LECTURE 4 – DARK SIDE OF POWER 21
INTRODUCTION 21
RECAP 21
WHAT IS DESTRUCTIVE LEADERSHIP? (EINARSEN ET AL. 2007) 23
HOLDING ON TO POWER (GEORGESEN & HARRIS, 2006) 24
WHEN THE BOSS FEELS INADEQUATE (FAST&CHEN, 2009) 26
OTHER TOPICS 28
WHY LEADERS PUNISH: A POWER PERSPECTIVE (MOOIJMAN ET AL, 2015) 28
LAISSEZ-FAIRE LEADERSHIP 29
LECTURE 5 – LEADERSHIP: MOOD AND EMOTIONS 30
INTRODUCTION 30
EMOTIONAL DISPLAY AND GENDER OF THE LEADER (LEWIS, 2000) 31
LEADER EMOTIONS AND PERFORMANCE (VAN KLEEF ET AL., 2009) 34
TO WRAP UP 37
LECTURE 6 – LEADERSHIP, DIVERSITY AND FUTURE DIRECTIONS 38
INTRODUCTION 38
DIVERSITY AND THE DEMANDS OF LEADERSHIP 38
DIVERSITY CONSTELLATIONS & DIVERSITY BELIEFS (HOMAN ET AL., 2008) 39
LEADERSHIP STYLE & TEAM PROCESS ON PERFORMANCE (SOMECH, 2006) 41
POWER DISPERSION WITHIN THE TEAM (GREER & VAN KLEEF, 2010) 43
TO WRAP UP DIVERSITY 44
2
,Lecture 1 – Introduction
12/09/17
NOTE! This years’ 1st lecture was not recorded. The weblecture from 2016 was used
(notes will start from slide 21). All the other lectures are from the 2017 course.
Introduction
Literature lecture 1
1. Chemers, M. M. (2000). Leadership research and theory: A functional
integration. Group Dynamics: Theory, Research, and Practice, 4, 27- 43.
Outline
Today we’ll start with a little more background on leadership.
Ø 1.1 What is leadership? (Chemers, 2000)
Ø Intro to power
What is leadership? (Chemers, 2000)1
Leadership is about one person who is leading, and other people following. In
lecture 4 and 5 we’ll talk more about this leader-follower relationship.
Leadership can be defined as: a process of social influence in which one person
is able to enlist the aid and support of others in the accomplishment of a
common task.
Power – Leadership: It’s important to distinguish leadership from power,
because if you have power you can just force people to do things. Leadership on
the other hand is about motivating and inspiring people to do things, rather than
to control them, force them to do what you want them to do. So power is more
about control over resources, leadership is about social influence.
History: 1. Trait approach
Leadership studies started quite early, and were sped up by World War II.
Organizational psychology in general was sped up by this war because a lot of
teams needed to be assembled and people wanted to know who to be in a team,
who should be a leader, etc.
The first approaches to leadership were focussed on personality: “Which
personality characteristics of leaders are key to their success?” Early research tried
to figure out what characteristics are needed for effective leadership, but could
1 A video is shown to introduce the topic of leadership.
2 PLOC (see left) stands for Perceived Locus of Control
3
, not find any. There is no single personality characteristic or cluster of
characteristics that is predictive of good leadership across different situations.
History: 2. Behavioral approach
If personality isn’t the answer, maybe it can be found in behaviour. So people
started looking at leaders behaviour:
• What is a leader doing?
• Which behaviours are effective?
• What do good leaders do?
o Create vision
o Communicate vision
o Coordinate to reach goals
o Influence behaviour of others
o Motivate subordinates
An example of such a theory is the managerial grid by Blake & Mouton (1964)
(Figure 1). What is important in these kinds of models is that there is an axis for
the task focus (low to high) and one for person focus (low to high).
Country club
High
Team manager
manager
People concern
Impoverished Authority-obedience
manager manager
Low
Low High
Task concern
Figure 1. Managerial grid (Blake&Mouton, 1964)
The problem with such theories is that they do not take situational factors into
account. This model makes it seem like the team manager is the best type of
leader, while sometimes you need an authoritarian type of leader, or a country
club type. There is no general leadership type here that is always effective.
History: 3. Contingency approach
So if there are no personality characteristics and no behavioural characteristics,
we’ll go to the contingency approach. What this means is that the type of
leadership you need, depends on the type of situation you are in. The
4
17
Motivation, Power and Leadership
Gina Fialka
Lecture notes
Lecture notes MPL
,LECTURE 1 – INTRODUCTION 3
INTRODUCTION 3
WHAT IS LEADERSHIP? (CHEMERS, 2000) 3
POWER 7
LECTURE 2 – MOTIVATION 9
INTRODUCTION 9
MOTIVATION THEORIES 9
SELF-DETERMINATION THEORY (GAGNÉ AND DECI, 2005) 11
FACTORS THAT ENHANCE INTERNALIZATION (DECI, EGHRARI, PATRICK & LEONE, 1994) 12
SDT MODEL OF WORK MOTIVATION ERROR! BOOKMARK NOT DEFINED.
SOCIAL IDENTITY PERSPECTIVE ON MOTIVATION (ELLEMERS ET AL., 2004) 13
LECTURE 3 – LEADERSHIP AND POWER 16
INTRODUCTION 16
TRANSFORMATIONAL AND TRANSACTIONAL LEADERSHIP 16
DETERMINANTS AND CONSEQUENCES OF POWER (KELTNER ET AL, 2003) 18
FROM POWER TO ACTION (GALINKSY, GRUENFELD & MAGEE, 2003) 19
LECTURE 4 – DARK SIDE OF POWER 21
INTRODUCTION 21
RECAP 21
WHAT IS DESTRUCTIVE LEADERSHIP? (EINARSEN ET AL. 2007) 23
HOLDING ON TO POWER (GEORGESEN & HARRIS, 2006) 24
WHEN THE BOSS FEELS INADEQUATE (FAST&CHEN, 2009) 26
OTHER TOPICS 28
WHY LEADERS PUNISH: A POWER PERSPECTIVE (MOOIJMAN ET AL, 2015) 28
LAISSEZ-FAIRE LEADERSHIP 29
LECTURE 5 – LEADERSHIP: MOOD AND EMOTIONS 30
INTRODUCTION 30
EMOTIONAL DISPLAY AND GENDER OF THE LEADER (LEWIS, 2000) 31
LEADER EMOTIONS AND PERFORMANCE (VAN KLEEF ET AL., 2009) 34
TO WRAP UP 37
LECTURE 6 – LEADERSHIP, DIVERSITY AND FUTURE DIRECTIONS 38
INTRODUCTION 38
DIVERSITY AND THE DEMANDS OF LEADERSHIP 38
DIVERSITY CONSTELLATIONS & DIVERSITY BELIEFS (HOMAN ET AL., 2008) 39
LEADERSHIP STYLE & TEAM PROCESS ON PERFORMANCE (SOMECH, 2006) 41
POWER DISPERSION WITHIN THE TEAM (GREER & VAN KLEEF, 2010) 43
TO WRAP UP DIVERSITY 44
2
,Lecture 1 – Introduction
12/09/17
NOTE! This years’ 1st lecture was not recorded. The weblecture from 2016 was used
(notes will start from slide 21). All the other lectures are from the 2017 course.
Introduction
Literature lecture 1
1. Chemers, M. M. (2000). Leadership research and theory: A functional
integration. Group Dynamics: Theory, Research, and Practice, 4, 27- 43.
Outline
Today we’ll start with a little more background on leadership.
Ø 1.1 What is leadership? (Chemers, 2000)
Ø Intro to power
What is leadership? (Chemers, 2000)1
Leadership is about one person who is leading, and other people following. In
lecture 4 and 5 we’ll talk more about this leader-follower relationship.
Leadership can be defined as: a process of social influence in which one person
is able to enlist the aid and support of others in the accomplishment of a
common task.
Power – Leadership: It’s important to distinguish leadership from power,
because if you have power you can just force people to do things. Leadership on
the other hand is about motivating and inspiring people to do things, rather than
to control them, force them to do what you want them to do. So power is more
about control over resources, leadership is about social influence.
History: 1. Trait approach
Leadership studies started quite early, and were sped up by World War II.
Organizational psychology in general was sped up by this war because a lot of
teams needed to be assembled and people wanted to know who to be in a team,
who should be a leader, etc.
The first approaches to leadership were focussed on personality: “Which
personality characteristics of leaders are key to their success?” Early research tried
to figure out what characteristics are needed for effective leadership, but could
1 A video is shown to introduce the topic of leadership.
2 PLOC (see left) stands for Perceived Locus of Control
3
, not find any. There is no single personality characteristic or cluster of
characteristics that is predictive of good leadership across different situations.
History: 2. Behavioral approach
If personality isn’t the answer, maybe it can be found in behaviour. So people
started looking at leaders behaviour:
• What is a leader doing?
• Which behaviours are effective?
• What do good leaders do?
o Create vision
o Communicate vision
o Coordinate to reach goals
o Influence behaviour of others
o Motivate subordinates
An example of such a theory is the managerial grid by Blake & Mouton (1964)
(Figure 1). What is important in these kinds of models is that there is an axis for
the task focus (low to high) and one for person focus (low to high).
Country club
High
Team manager
manager
People concern
Impoverished Authority-obedience
manager manager
Low
Low High
Task concern
Figure 1. Managerial grid (Blake&Mouton, 1964)
The problem with such theories is that they do not take situational factors into
account. This model makes it seem like the team manager is the best type of
leader, while sometimes you need an authoritarian type of leader, or a country
club type. There is no general leadership type here that is always effective.
History: 3. Contingency approach
So if there are no personality characteristics and no behavioural characteristics,
we’ll go to the contingency approach. What this means is that the type of
leadership you need, depends on the type of situation you are in. The
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