1JK10 - Leadership and self-management in
organizations
Summary of lecture slides, including figures and examples
Copyright – SE Stalpers
,List of contents
Lecture 1 – Leadership ............................................................................................................................ 3
What is a leader? ................................................................................................................................ 3
Leadership theories ............................................................................................................................ 3
Leadership 2.0 ..................................................................................................................................... 5
Lecture 2 – Self-leadership ..................................................................................................................... 5
What is self-leadership?...................................................................................................................... 5
Self-leadership strategies.................................................................................................................... 6
Motivational theories ......................................................................................................................... 6
Self-leadership relation to external leadership .................................................................................. 8
Lecture 3 – Leadership Development ................................................................................................... 10
Thinking and cognitive ...................................................................................................................... 10
Behaviour .......................................................................................................................................... 11
Lecture 4 – Power and influence .......................................................................................................... 12
What is power all about? .................................................................................................................. 12
Lecture 5 – Ethical leadership ............................................................................................................... 14
Unethical leadership ......................................................................................................................... 14
What is ethical leadership? ............................................................................................................... 14
What creates ethical leadership? ..................................................................................................... 15
What does ethical leadership bring to organizations? ..................................................................... 15
Take-home message ......................................................................................................................... 16
Lecture 6 – Team and emergent leadership ......................................................................................... 16
Part 1: What are teams about?......................................................................................................... 16
Part 2: Impacts of team leadership on … (theoretical framework) .................................................. 18
Team performance........................................................................................................................ 18
Shared leadership ......................................................................................................................... 19
Emergent leadership ..................................................................................................................... 19
2
, Lecture 1 – Leadership
What is a leader?
The leader is the individual in a group given the task of directing and coordinating relevant group
activities, or who, in the absence of the designated leader, carriers primary responsibility for
performing these functions.
Landy & Conte: A leader is someone who influences or tries to influence others. The behaviors
involved in exerting this influence is what we call influence. Leadership refers to the social-
psychosocial aspects of the role of a manager or supervisor.
Leadership theories
- Power approach The formal or informal power sources offer possibilities to influence
others. This power can be legally, physical, financial (rewards and punishments), referent
power (when you are what other people want to be), expert (some people know more than
others about certain topics) or informational (connected to expert). These powers break
through the authority line. Often coercive, reward and legitimate power are related to who
has authority. Referent, expert and informational power can be low in the authority line.
- Traits approach (universal – traits) Specific characteristics of leaders. There is not always a
consisted view of what a leader is.
- Behavioral approach (universal – behavior) What should a leader do? Can be task-oriented
(initiating structure) or relations-oriented behavior.
- Contingencies approach (contingent – trait) What is effective leadership depends on the
situation and on the subordinates in the team. What should a leader do with … in case … ?
Aspects mentioned on slide and explained below: Fiedler model, path-goal theory, Vroom-
Yetton model and LMX theory (lecture 6).
- Situational leadership graph: task behavior against relationship behavior. With low follower
maturity there is high task behavior and you
simply want to perform the task. When the
follower maturity grows, you want to know
more about how things work out and
relationships become more important. The
more mature people get, the less you need to
do on task behavior because the employees
know how to do their job. Relationships
behavior decreases when maturity gets too
high, these persons do not need your
leadership support and like to support
themselves.
Fiedler model: The contingency model by business and management psychologist Fred Fiedler is a
contingency theory concerned with the effectiveness of a leader in an organization. To Fiedler, stress
is a key determinant of leader effectiveness, and a distinction is made between stress related to the
leader’s superior, and stress related to subordinates or the situation itself. In stressful situations,
leaders dwell on the stressful relations with others and cannot focus their intellectual abilities on the
job. Thus, intelligence is more effective and used more often in stress-free situations. Fiedler concludes
that experience impairs performance in low-stress conditions but contributes to performance under
high-stress conditions. As with other situational factors, for stressful situations Fiedler recommends
altering or engineering the leadership situation to capitalize on the leader’s strengths. Fiedler’s
situational contingency theory holds that group effectiveness depends on an appropriate match
between a leader’s style (essentially a trait measure) and the demands of the situation. Fiedler
3
organizations
Summary of lecture slides, including figures and examples
Copyright – SE Stalpers
,List of contents
Lecture 1 – Leadership ............................................................................................................................ 3
What is a leader? ................................................................................................................................ 3
Leadership theories ............................................................................................................................ 3
Leadership 2.0 ..................................................................................................................................... 5
Lecture 2 – Self-leadership ..................................................................................................................... 5
What is self-leadership?...................................................................................................................... 5
Self-leadership strategies.................................................................................................................... 6
Motivational theories ......................................................................................................................... 6
Self-leadership relation to external leadership .................................................................................. 8
Lecture 3 – Leadership Development ................................................................................................... 10
Thinking and cognitive ...................................................................................................................... 10
Behaviour .......................................................................................................................................... 11
Lecture 4 – Power and influence .......................................................................................................... 12
What is power all about? .................................................................................................................. 12
Lecture 5 – Ethical leadership ............................................................................................................... 14
Unethical leadership ......................................................................................................................... 14
What is ethical leadership? ............................................................................................................... 14
What creates ethical leadership? ..................................................................................................... 15
What does ethical leadership bring to organizations? ..................................................................... 15
Take-home message ......................................................................................................................... 16
Lecture 6 – Team and emergent leadership ......................................................................................... 16
Part 1: What are teams about?......................................................................................................... 16
Part 2: Impacts of team leadership on … (theoretical framework) .................................................. 18
Team performance........................................................................................................................ 18
Shared leadership ......................................................................................................................... 19
Emergent leadership ..................................................................................................................... 19
2
, Lecture 1 – Leadership
What is a leader?
The leader is the individual in a group given the task of directing and coordinating relevant group
activities, or who, in the absence of the designated leader, carriers primary responsibility for
performing these functions.
Landy & Conte: A leader is someone who influences or tries to influence others. The behaviors
involved in exerting this influence is what we call influence. Leadership refers to the social-
psychosocial aspects of the role of a manager or supervisor.
Leadership theories
- Power approach The formal or informal power sources offer possibilities to influence
others. This power can be legally, physical, financial (rewards and punishments), referent
power (when you are what other people want to be), expert (some people know more than
others about certain topics) or informational (connected to expert). These powers break
through the authority line. Often coercive, reward and legitimate power are related to who
has authority. Referent, expert and informational power can be low in the authority line.
- Traits approach (universal – traits) Specific characteristics of leaders. There is not always a
consisted view of what a leader is.
- Behavioral approach (universal – behavior) What should a leader do? Can be task-oriented
(initiating structure) or relations-oriented behavior.
- Contingencies approach (contingent – trait) What is effective leadership depends on the
situation and on the subordinates in the team. What should a leader do with … in case … ?
Aspects mentioned on slide and explained below: Fiedler model, path-goal theory, Vroom-
Yetton model and LMX theory (lecture 6).
- Situational leadership graph: task behavior against relationship behavior. With low follower
maturity there is high task behavior and you
simply want to perform the task. When the
follower maturity grows, you want to know
more about how things work out and
relationships become more important. The
more mature people get, the less you need to
do on task behavior because the employees
know how to do their job. Relationships
behavior decreases when maturity gets too
high, these persons do not need your
leadership support and like to support
themselves.
Fiedler model: The contingency model by business and management psychologist Fred Fiedler is a
contingency theory concerned with the effectiveness of a leader in an organization. To Fiedler, stress
is a key determinant of leader effectiveness, and a distinction is made between stress related to the
leader’s superior, and stress related to subordinates or the situation itself. In stressful situations,
leaders dwell on the stressful relations with others and cannot focus their intellectual abilities on the
job. Thus, intelligence is more effective and used more often in stress-free situations. Fiedler concludes
that experience impairs performance in low-stress conditions but contributes to performance under
high-stress conditions. As with other situational factors, for stressful situations Fiedler recommends
altering or engineering the leadership situation to capitalize on the leader’s strengths. Fiedler’s
situational contingency theory holds that group effectiveness depends on an appropriate match
between a leader’s style (essentially a trait measure) and the demands of the situation. Fiedler
3
