CHAPTER 12
Leadership = the ability to influence a group toward the achievement of a
vision or set of goals
12.1 - Trait theories
Trait theories of leadership = theories that consider personal qualities and
characteristics that differentiate leaders from non-leaders
(1) Personality traits and leadership:
(Leader characteristics: individuals who like being around people and can
assert themselves (extroverted), disciplined and can keep commitments
(conscientious), creative and flexible (open))
● Big five traits
○ Research shows extroversion important for leadership e.g.
extroverted -> more likely to use transformational leadership
○ Agent, bold or assertive aspects that make effective leaders (not
warm, sociable, affiliative)
○ Women stereotypically associated with warm side of extraversion ->
why women often under-emerge as leaders
○ Agreeableness and emotional stability important to some aspects of
leadership
○ Openness to experience less important despite being a modest
predictor of leader effectiveness and follower voice behaviour
○ Conscientiousness important for several initiating and consideration
behaviours
◆ Moderate predictor of leader effectiveness and follower
satisfaction
◆ Strongest leader trait predictor of group performance
● Proactive personality traits
○ Matters during specific times of organisation’s / team’s life cycle e.g.
in leadership transitions -> if they’re more proactive than previous
, ○
the leader will appear better because they are more engaged
○ Also more effective in teams when members have a need for approval
-> increases their performance when they’re led by proactive leaders
● Dark triad traits
○ Research shows they’re not all bad for leadership
○ Having too much or too little can result in ineffective leadership
○ But when followers work closely with leaders they can observe toxic
or exploitative behaviour, diminishing their trust
○ Trait activation can happen when leaders feel they are treated
unfairly so will act in self-interested and destructive ways
○ Building self-awareness and self-regulation skills may be helpful for
leaders to control the effect of their Dark Triad traits
(2) Emotional intelligence and leadership:
Empathetic leaders can sense other’s needs, listen to their followers and
read reactions of others
People will high EI are more likely to be leader - but association of EI and
transformational leadership is moderate
Taking on leadership roles can even change your personality and increase EI
12.2 - Behavioural theories
Behavioural theories of leadership = theories proposing that specific
behaviours differentiate leaders from non-leaders
(1) Initiating structure
= the extent to which a leader defines and structures their role and those of
their followers to facilitate goal attainment
Behaviours that attempts to organise work, work relationships, and goals -
assigns followers’ task, sets standards of performance and emphasises
deadlines
, Strongly related to higher levels of group and organisation productivity and
to more positive performance evaluations
(2) Consideration
= the extent to which a leader has job relationships that are characterised
by mutual trust, respect for subordinates’ ideas and regard for their feelings
Helps employees with personal problems, behaves in a firefly and
approachable manner, treats all employees as equals, expresses appreciation
and support
– Most people want that research shows
Research shows: people who engage in that behaviour (act like leaders) have
a higher likelihood of being considered for selection or succession into
leadership positions
– People who are proud or self-confident tend to engage in these
behaviours
12.3 - Contingency theories
(1) The Fiedler model
= the theory that effective groups depend on a proper match between a
leader’s style of interacting with subordinates and the degree to which the
situation gives control and influence to the leader
(Fred fiedler)
Leadership styles reflect the degree to which leaders approach situations
either from a task-oriented or relationship-oriented perspective
– Also align with the degree to which they use the initiating structure or
consideration behaviour
. Leader-member relations = the degree of confidence, trust and respect
that members have in their leader
. Task structure = the degree to which job assignments are regimented
(structured)
Leadership = the ability to influence a group toward the achievement of a
vision or set of goals
12.1 - Trait theories
Trait theories of leadership = theories that consider personal qualities and
characteristics that differentiate leaders from non-leaders
(1) Personality traits and leadership:
(Leader characteristics: individuals who like being around people and can
assert themselves (extroverted), disciplined and can keep commitments
(conscientious), creative and flexible (open))
● Big five traits
○ Research shows extroversion important for leadership e.g.
extroverted -> more likely to use transformational leadership
○ Agent, bold or assertive aspects that make effective leaders (not
warm, sociable, affiliative)
○ Women stereotypically associated with warm side of extraversion ->
why women often under-emerge as leaders
○ Agreeableness and emotional stability important to some aspects of
leadership
○ Openness to experience less important despite being a modest
predictor of leader effectiveness and follower voice behaviour
○ Conscientiousness important for several initiating and consideration
behaviours
◆ Moderate predictor of leader effectiveness and follower
satisfaction
◆ Strongest leader trait predictor of group performance
● Proactive personality traits
○ Matters during specific times of organisation’s / team’s life cycle e.g.
in leadership transitions -> if they’re more proactive than previous
, ○
the leader will appear better because they are more engaged
○ Also more effective in teams when members have a need for approval
-> increases their performance when they’re led by proactive leaders
● Dark triad traits
○ Research shows they’re not all bad for leadership
○ Having too much or too little can result in ineffective leadership
○ But when followers work closely with leaders they can observe toxic
or exploitative behaviour, diminishing their trust
○ Trait activation can happen when leaders feel they are treated
unfairly so will act in self-interested and destructive ways
○ Building self-awareness and self-regulation skills may be helpful for
leaders to control the effect of their Dark Triad traits
(2) Emotional intelligence and leadership:
Empathetic leaders can sense other’s needs, listen to their followers and
read reactions of others
People will high EI are more likely to be leader - but association of EI and
transformational leadership is moderate
Taking on leadership roles can even change your personality and increase EI
12.2 - Behavioural theories
Behavioural theories of leadership = theories proposing that specific
behaviours differentiate leaders from non-leaders
(1) Initiating structure
= the extent to which a leader defines and structures their role and those of
their followers to facilitate goal attainment
Behaviours that attempts to organise work, work relationships, and goals -
assigns followers’ task, sets standards of performance and emphasises
deadlines
, Strongly related to higher levels of group and organisation productivity and
to more positive performance evaluations
(2) Consideration
= the extent to which a leader has job relationships that are characterised
by mutual trust, respect for subordinates’ ideas and regard for their feelings
Helps employees with personal problems, behaves in a firefly and
approachable manner, treats all employees as equals, expresses appreciation
and support
– Most people want that research shows
Research shows: people who engage in that behaviour (act like leaders) have
a higher likelihood of being considered for selection or succession into
leadership positions
– People who are proud or self-confident tend to engage in these
behaviours
12.3 - Contingency theories
(1) The Fiedler model
= the theory that effective groups depend on a proper match between a
leader’s style of interacting with subordinates and the degree to which the
situation gives control and influence to the leader
(Fred fiedler)
Leadership styles reflect the degree to which leaders approach situations
either from a task-oriented or relationship-oriented perspective
– Also align with the degree to which they use the initiating structure or
consideration behaviour
. Leader-member relations = the degree of confidence, trust and respect
that members have in their leader
. Task structure = the degree to which job assignments are regimented
(structured)
