Samenvatting Leadership
Gemaakt door: Krista Lok
In jaar: 2013/2014
Boek: Leadership in organizations, by Gary Yukl, Eighth edition
Hoofdstuk 1 – introduction
Definition of leadership
formal informal leaders
Leaders can use unethical power cannot use unethical use of power
Leadership occurs only when people are influenced to behave ethical and beneficial for the organization
leadership occurs at every behavioral influence. Regardless of the direction.
Rational influence emotional influence
Direct leadership indirect leadership (ceo influence lower levels without interaction)
- Cascading: when direct influence of the CEO is transmitted down the authority hierarchy of the
organization
- Influence over formal programs, management systems, and structural forms
- Influence over the organizational culture (shared beliefs and values)
Leadership management
- Managers: value stability, order, efficiency. They are risk-averse, focused on short term results
- Leaders: value flexibility, innovation, adaption. They have long-term perspective.
- Leading essential when changes must be implemented.
Working definition: 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.
(Definition includes: current & future challenges. Single & multiple leaders. Direct & indirect forms of influence. Rational and emotional process)
Indicators of leadership effectiveness
Consequences of influence
- Performance (measured by sales, net profit,)
- Followers attitudes and perception of leader (measured by questionnaires, interviews)
- Leaders contribution to the quality of group processes as perceived by followers
- Successful career of the leader
Immediate result delayed effects
Variables for understanding effectiveness (p27)
- Characteristics of leaders
- Characteristics of followers
- Characteristics of the situation
Leadership literature - Mayor Perspectives
Trait approach: emphasizes attributes of leaders such as personality, motives, values, skills.
Behavior approach: how managers spend their time, cope with demands.
Power-influence approach: amount and type of power used
Situational approach: nature of the work, type of organization, external environment.
Integrative approach: involves two or more of above approaches
Leadership literature - Level of conceptualization
Intra-individual process: personal traits to explain decisions and behavior of leader
Dyadic process: relationship between a leader and another individual (follower/subordinate)
Group process: influence of leaders on collective processes that determine team performance
, Organizational process: a process in a larger system in which groups are subsystems.
Multi-level theories: constructs from more than one level. Is very difficult.
Leadership literature – continuum along which a theory can be located
Leader-centered follower-centered theory
- Leader theories focus on: emotional contagion, charisma, influence
- Follower theories focus on: empowerment theory, attribution theory
Descriptive prescriptive theory
- Descriptive: explain why certain behaviors/typical activities occur in particular situations
- Prescriptive theory: specify what leaders must do to become effective
Universal contingency theory
- Universal: applies to all types of situations, can be descriptive and prescriptive
o Descriptive: functions performed to some extent by all types of leaders
o Prescriptive: may specify functions all leaders must perform to be effective
- Contingency: applies to some situations but not others
o Descriptive: may explain how leader behavior varies from one situation to another
o Prescriptive: describes behavior in a specific situation.
Hoofdstuk 2 – managerial roles and decisions
Nature of managerial work
Pace of work is hectic and unrelenting
Content of work is varied and fragmented
Many activities are reactive
Interactions involve peers and outsiders
Literature on decision-making processes
- Decisions often reflect influence of emotionality instead of rationality.
- Decisions often reflect influence of intuition rather than rational analyses
- Decisions are often made by a highly political process. (decisions are influenced by a lot of persons)
o Only for routine decisions a manager has the authority to make a decision on his own
- Most planning is informal, implicit and adaptive
Taxonomies of managerial roles (distinct and relevant objectives classifying observed activities of managers)
Mintzberg’s managerial rules
Information processing roles
- Disseminator: pass information on to subordinates
- Monitor: analyze information that can be important
- Spokesperson: pass some information on to outsiders
Decision-making roles
- Entrepreneur: initiator and designer of controlled change
- Disturbance handler: deal with sudden crisis that cannot be ignored (thus not voluntary tasks)
- Resource allocator: allocate resources such as money, personnel, material
- Negotiator
Interpersonal roles
- Liaison: behavior to maintain relationships with persons outside the managers organization unit
- Figurehead: perform certain symbolic duties (retirement dinner)
- Leader: provide guidance
, Three core components used for describing different types of managerial jobs
1. Demands: required duties, activities, and responsibilities
2. Constraints: characteristics of the organization and external environment , and availability of resources
3. Choices: activities that managers may do but is not required to
Three factors important for comparing managerial jobs with respect to behavioral requirements
1. Pattern of relationships: demands made on a manger by superiors, subordinates, peers and persons
outside the organization influence how the manager’s time is spent.
2. Work pattern:
- Self-generating activities or activities as response to requests of others
- Recurrent and repetitive or variable and unique work
- Amount of uncertainty
- Need for sustained attention for long period yes or no
- Amount of pressure
3. Exposure: amount of responsibility and time before a mistake can be discovered
Other determinants of managerial work
Level of management
Size of organization unit
External dependencies
Crisis situations
Stage in the organizational life cycle
Social changes affecting managerial work
Limitations descriptive research
- Research on managerial roles was conducted decades ago. Nowadays there is used a lot of more
(information) technology
- Most research is conducted to research the nature of the managerial work, not the effectiveness of it
- Studies have tried to find common themes that might explain the effectiveness of an effective manager. But
the founded patterns were not compared with ineffective managers.
Hoofdstuk 3 – Leadership behaviors
Why differ developed taxonomies
- Taxonomies are made for a different purpose
- Behavior constructs can be formulated at different levels of abstraction
- The method used to develop a taxonomy can differ
Most theories involve one/two broadly defined behaviors (meta-categories). Some of them are described here
- Task and relations behavior
- Change-orientated behavior
- Participative behavior
- Transformational leadership
- External leadership behaviors (networking, environmental scanning)
Methods for studying the effects of leader behavior
- Survey
- Observation, diary,
- Interview
- Experiment
Managerial grid: effective managers have a high concern for people and a high concern for production
Gemaakt door: Krista Lok
In jaar: 2013/2014
Boek: Leadership in organizations, by Gary Yukl, Eighth edition
Hoofdstuk 1 – introduction
Definition of leadership
formal informal leaders
Leaders can use unethical power cannot use unethical use of power
Leadership occurs only when people are influenced to behave ethical and beneficial for the organization
leadership occurs at every behavioral influence. Regardless of the direction.
Rational influence emotional influence
Direct leadership indirect leadership (ceo influence lower levels without interaction)
- Cascading: when direct influence of the CEO is transmitted down the authority hierarchy of the
organization
- Influence over formal programs, management systems, and structural forms
- Influence over the organizational culture (shared beliefs and values)
Leadership management
- Managers: value stability, order, efficiency. They are risk-averse, focused on short term results
- Leaders: value flexibility, innovation, adaption. They have long-term perspective.
- Leading essential when changes must be implemented.
Working definition: 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.
(Definition includes: current & future challenges. Single & multiple leaders. Direct & indirect forms of influence. Rational and emotional process)
Indicators of leadership effectiveness
Consequences of influence
- Performance (measured by sales, net profit,)
- Followers attitudes and perception of leader (measured by questionnaires, interviews)
- Leaders contribution to the quality of group processes as perceived by followers
- Successful career of the leader
Immediate result delayed effects
Variables for understanding effectiveness (p27)
- Characteristics of leaders
- Characteristics of followers
- Characteristics of the situation
Leadership literature - Mayor Perspectives
Trait approach: emphasizes attributes of leaders such as personality, motives, values, skills.
Behavior approach: how managers spend their time, cope with demands.
Power-influence approach: amount and type of power used
Situational approach: nature of the work, type of organization, external environment.
Integrative approach: involves two or more of above approaches
Leadership literature - Level of conceptualization
Intra-individual process: personal traits to explain decisions and behavior of leader
Dyadic process: relationship between a leader and another individual (follower/subordinate)
Group process: influence of leaders on collective processes that determine team performance
, Organizational process: a process in a larger system in which groups are subsystems.
Multi-level theories: constructs from more than one level. Is very difficult.
Leadership literature – continuum along which a theory can be located
Leader-centered follower-centered theory
- Leader theories focus on: emotional contagion, charisma, influence
- Follower theories focus on: empowerment theory, attribution theory
Descriptive prescriptive theory
- Descriptive: explain why certain behaviors/typical activities occur in particular situations
- Prescriptive theory: specify what leaders must do to become effective
Universal contingency theory
- Universal: applies to all types of situations, can be descriptive and prescriptive
o Descriptive: functions performed to some extent by all types of leaders
o Prescriptive: may specify functions all leaders must perform to be effective
- Contingency: applies to some situations but not others
o Descriptive: may explain how leader behavior varies from one situation to another
o Prescriptive: describes behavior in a specific situation.
Hoofdstuk 2 – managerial roles and decisions
Nature of managerial work
Pace of work is hectic and unrelenting
Content of work is varied and fragmented
Many activities are reactive
Interactions involve peers and outsiders
Literature on decision-making processes
- Decisions often reflect influence of emotionality instead of rationality.
- Decisions often reflect influence of intuition rather than rational analyses
- Decisions are often made by a highly political process. (decisions are influenced by a lot of persons)
o Only for routine decisions a manager has the authority to make a decision on his own
- Most planning is informal, implicit and adaptive
Taxonomies of managerial roles (distinct and relevant objectives classifying observed activities of managers)
Mintzberg’s managerial rules
Information processing roles
- Disseminator: pass information on to subordinates
- Monitor: analyze information that can be important
- Spokesperson: pass some information on to outsiders
Decision-making roles
- Entrepreneur: initiator and designer of controlled change
- Disturbance handler: deal with sudden crisis that cannot be ignored (thus not voluntary tasks)
- Resource allocator: allocate resources such as money, personnel, material
- Negotiator
Interpersonal roles
- Liaison: behavior to maintain relationships with persons outside the managers organization unit
- Figurehead: perform certain symbolic duties (retirement dinner)
- Leader: provide guidance
, Three core components used for describing different types of managerial jobs
1. Demands: required duties, activities, and responsibilities
2. Constraints: characteristics of the organization and external environment , and availability of resources
3. Choices: activities that managers may do but is not required to
Three factors important for comparing managerial jobs with respect to behavioral requirements
1. Pattern of relationships: demands made on a manger by superiors, subordinates, peers and persons
outside the organization influence how the manager’s time is spent.
2. Work pattern:
- Self-generating activities or activities as response to requests of others
- Recurrent and repetitive or variable and unique work
- Amount of uncertainty
- Need for sustained attention for long period yes or no
- Amount of pressure
3. Exposure: amount of responsibility and time before a mistake can be discovered
Other determinants of managerial work
Level of management
Size of organization unit
External dependencies
Crisis situations
Stage in the organizational life cycle
Social changes affecting managerial work
Limitations descriptive research
- Research on managerial roles was conducted decades ago. Nowadays there is used a lot of more
(information) technology
- Most research is conducted to research the nature of the managerial work, not the effectiveness of it
- Studies have tried to find common themes that might explain the effectiveness of an effective manager. But
the founded patterns were not compared with ineffective managers.
Hoofdstuk 3 – Leadership behaviors
Why differ developed taxonomies
- Taxonomies are made for a different purpose
- Behavior constructs can be formulated at different levels of abstraction
- The method used to develop a taxonomy can differ
Most theories involve one/two broadly defined behaviors (meta-categories). Some of them are described here
- Task and relations behavior
- Change-orientated behavior
- Participative behavior
- Transformational leadership
- External leadership behaviors (networking, environmental scanning)
Methods for studying the effects of leader behavior
- Survey
- Observation, diary,
- Interview
- Experiment
Managerial grid: effective managers have a high concern for people and a high concern for production
