HOOFDSTUK 1: PROBLEM STATEMENT
1. WHAT IS LEADERSHIP?
Leader can be found at all levels of organisations and there are both formal and informal
leaders.
Leaders are people that have an impact, take initiative and responsibility
1.1. LEADER VERSUS MANAGER
Definition of the book: leaders create a positive impact on the wellbeing and performance
of people in an organization by tapping into various motivational mechanisms.
Leaders and managers are different but both necessary for an effective organisation.
Manager Leader
Establishing processes and Bring in innovation
procedures
Monitoring and evaluating plans Developing a vision and inspiring
others
Implementing systems Having impact
Is linked to the formal position Is not always linked to the formal
position
Ideal: managers are leaders
2. LEADERSHIP THEORIES (EXTRA)
2.1. THE TRAIT-APPROACH
2.1.1. ARTICLE: BORN TO LEAD? A TWIN DESIGN AND GENETIC ASSOCIATION
STUDY OF LEADERSHIP ROLE OCCUPANCY (DE NEVE ET AL.)
Assumption that some people are ‘born’ leaders.
-> this approach uses information about the traits to predict who will be a successful
leader
According to this study, successful leaders must have these traits:
Drive Business knowledge
Self-confidence Motivation
Creativity Flexibility
Cognitive ability Honesty and integrity
However, there are also some difficulties with or critics about this approach:
There are many ‘lists’ with leadership traits,…
All these lists together, encompass almost all possible traits.
Deterministic view versus dynamic view (you can develop new traits through
training)
1
, 2.1.2. ARTICLE: CLIMBING THE CORPORATE
LADDER AND WITHING-PERSON CHANGES IN
NARCISSISM: RECIPROCAL RELATIONSHIPS
OVER TWO DECADES (WILLE ET AL.)
This article has a more dynamic view of the trait-
approach.
RQ: are narcissistic people successful as a leader?
Higher score on traits, more attracted to the
position
People in a leadership position, score higher after
a while on those traits
2.2. THE BEHAVIOR-APPROACH
General question: which behaviours distinguish leaders from non-leaders?
2.2.1. OHIO STATE LEADERSHIP STUDIES
2 broad categories of leadership behaviour
Consideration: behaviour of the leader that shows he/she trusts and respects
followers and wants to build solid relationships
Initiating structure: behaviour of the leader that is focused on getting the job
done, to increase the performance of the followers and teams
Conclusion: the people dimension was more important than the task dimension.
2.2.2. MANAGERIAL GRID (BLAKE & MOUTON)
2
1. WHAT IS LEADERSHIP?
Leader can be found at all levels of organisations and there are both formal and informal
leaders.
Leaders are people that have an impact, take initiative and responsibility
1.1. LEADER VERSUS MANAGER
Definition of the book: leaders create a positive impact on the wellbeing and performance
of people in an organization by tapping into various motivational mechanisms.
Leaders and managers are different but both necessary for an effective organisation.
Manager Leader
Establishing processes and Bring in innovation
procedures
Monitoring and evaluating plans Developing a vision and inspiring
others
Implementing systems Having impact
Is linked to the formal position Is not always linked to the formal
position
Ideal: managers are leaders
2. LEADERSHIP THEORIES (EXTRA)
2.1. THE TRAIT-APPROACH
2.1.1. ARTICLE: BORN TO LEAD? A TWIN DESIGN AND GENETIC ASSOCIATION
STUDY OF LEADERSHIP ROLE OCCUPANCY (DE NEVE ET AL.)
Assumption that some people are ‘born’ leaders.
-> this approach uses information about the traits to predict who will be a successful
leader
According to this study, successful leaders must have these traits:
Drive Business knowledge
Self-confidence Motivation
Creativity Flexibility
Cognitive ability Honesty and integrity
However, there are also some difficulties with or critics about this approach:
There are many ‘lists’ with leadership traits,…
All these lists together, encompass almost all possible traits.
Deterministic view versus dynamic view (you can develop new traits through
training)
1
, 2.1.2. ARTICLE: CLIMBING THE CORPORATE
LADDER AND WITHING-PERSON CHANGES IN
NARCISSISM: RECIPROCAL RELATIONSHIPS
OVER TWO DECADES (WILLE ET AL.)
This article has a more dynamic view of the trait-
approach.
RQ: are narcissistic people successful as a leader?
Higher score on traits, more attracted to the
position
People in a leadership position, score higher after
a while on those traits
2.2. THE BEHAVIOR-APPROACH
General question: which behaviours distinguish leaders from non-leaders?
2.2.1. OHIO STATE LEADERSHIP STUDIES
2 broad categories of leadership behaviour
Consideration: behaviour of the leader that shows he/she trusts and respects
followers and wants to build solid relationships
Initiating structure: behaviour of the leader that is focused on getting the job
done, to increase the performance of the followers and teams
Conclusion: the people dimension was more important than the task dimension.
2.2.2. MANAGERIAL GRID (BLAKE & MOUTON)
2
