Course 1.7. Organizational Psychology
Problem 3. Leadership
LEADERSHIP
Leader: The individual in a group given the task of directing group relevant activities or in the absence
of the designated leader the person that carries the primary responsibility for performing these
functions in the group.
A leader can be selected, appointed or informally chosen to direct the work of others.
A non-leader could have influence over people
There are formal and informal leaders.
Leadership: The process of influencing the activities of an organized group in its efforts towards goal
setting and goal achievement.
No definition for leadership is fully accepted . Mostly all of them involve attitudes, beliefs,
interaction and feelings of others.
Leadership emergence: Study the characteristics of individuals who become leaders examining the
basis on which they were elected, appointed or simply accepted. (link with trait theory)
Link with personality traits, mostly with extraversion and self-monitoring personality. Less
connection with agreeableness.
Leadership effectiveness: Study of which behaviors of the leader led to an outcome valued by the
group or the organization.
Leadership distinctions:
1. Attempted leadership: A situation where the leader (Person A) accepts a goal of changing a
follower (Person B) and can be observed to do so.
2. Successful leadership: A situation when a follower (Person B) changes behavior as function
of leader’s (Person A) effort.
3. Effective leadership: A situation where the leader (Person A) changes the followers (Person
B) behavior and the result is that both of them feeling satisfied and effective. “Win-Win
situation”
Leader refers to the social and psychological aspect of the role and “manager” or
“supervisor” describe what is to be done.
MOTIVATION TO LEAD (NOT CLEAR)
Power motive (control or power over other people) or Activity inhibition (describes a not
impulsive person) or Affiliation need (Need for approval or connection with others)
Chan & Drasgow Model: Proposed that there are three main motives to lead.
1. Affective identity: Power motive need to be in control.
2. Instrumental: Personal benefits of being a leader
3. Social-normative: Not selfish, more about duty, honor and privilege.
, Course 1.7. Organizational Psychology
Problem 3. Leadership
NEGATIVE LEADERSHIP
Destructive leader: The leader that does not work in a good way, is toxic for the employees, has his
self-interest above the group goals.
1. Tyrannical: May accept the goals of the organization but try to achieve them by manipulating
and humiliating the subordinates. The fact that most times that kind of leader is effective
cause contradictory opinions about him.
2. Derailed: Behaves abusively but at the same time promotes anti-organizational behavior.
3. Supportive-Disloyal: This type of leader supports the subordinates by compromising the
accomplishment of goals set by the organization. E.g. stealing resources, promise favorable
treatment to subordinates also encourage loafing.
Not only can the destructive leaders cause that negative outcomes. The combination of susceptible
followers and environments contribute to that. That combination is called Toxic Triangle of
Destructive Leadership.
Problem 3. Leadership
LEADERSHIP
Leader: The individual in a group given the task of directing group relevant activities or in the absence
of the designated leader the person that carries the primary responsibility for performing these
functions in the group.
A leader can be selected, appointed or informally chosen to direct the work of others.
A non-leader could have influence over people
There are formal and informal leaders.
Leadership: The process of influencing the activities of an organized group in its efforts towards goal
setting and goal achievement.
No definition for leadership is fully accepted . Mostly all of them involve attitudes, beliefs,
interaction and feelings of others.
Leadership emergence: Study the characteristics of individuals who become leaders examining the
basis on which they were elected, appointed or simply accepted. (link with trait theory)
Link with personality traits, mostly with extraversion and self-monitoring personality. Less
connection with agreeableness.
Leadership effectiveness: Study of which behaviors of the leader led to an outcome valued by the
group or the organization.
Leadership distinctions:
1. Attempted leadership: A situation where the leader (Person A) accepts a goal of changing a
follower (Person B) and can be observed to do so.
2. Successful leadership: A situation when a follower (Person B) changes behavior as function
of leader’s (Person A) effort.
3. Effective leadership: A situation where the leader (Person A) changes the followers (Person
B) behavior and the result is that both of them feeling satisfied and effective. “Win-Win
situation”
Leader refers to the social and psychological aspect of the role and “manager” or
“supervisor” describe what is to be done.
MOTIVATION TO LEAD (NOT CLEAR)
Power motive (control or power over other people) or Activity inhibition (describes a not
impulsive person) or Affiliation need (Need for approval or connection with others)
Chan & Drasgow Model: Proposed that there are three main motives to lead.
1. Affective identity: Power motive need to be in control.
2. Instrumental: Personal benefits of being a leader
3. Social-normative: Not selfish, more about duty, honor and privilege.
, Course 1.7. Organizational Psychology
Problem 3. Leadership
NEGATIVE LEADERSHIP
Destructive leader: The leader that does not work in a good way, is toxic for the employees, has his
self-interest above the group goals.
1. Tyrannical: May accept the goals of the organization but try to achieve them by manipulating
and humiliating the subordinates. The fact that most times that kind of leader is effective
cause contradictory opinions about him.
2. Derailed: Behaves abusively but at the same time promotes anti-organizational behavior.
3. Supportive-Disloyal: This type of leader supports the subordinates by compromising the
accomplishment of goals set by the organization. E.g. stealing resources, promise favorable
treatment to subordinates also encourage loafing.
Not only can the destructive leaders cause that negative outcomes. The combination of susceptible
followers and environments contribute to that. That combination is called Toxic Triangle of
Destructive Leadership.
