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Andrea Reger
Theories
Trait Approach Skills Approach Style Approach Situational Approach Contingency Theory Path-Goal Theory Leader Member Exchange Transformational Transactional Team Leadership
LMX
Two kinds of relationships that each follower falls into based on how well they work with the leader and how well the leader works with them. Personality and other personal characteristics are also related to this process. In groups based on expanded and negotiated role responsibilities. Followers go far beyond their formal job description, and the leader in turn does more for these followers. Out group based on the formal employment contract. Followers are not interested in taking on new and different job responsibilities.
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LMX
Researchers found that high quality leader member exchanges produced less employee turnover, more positive performance evaluations, higher frequency of promotions, greater organizational commitment, more desirable work assignments, better job attitudes, more attention and support from the leader, greater participation, and faster career progress over 25 years. When leaders and followers have good exchanges, they feel better, accomplish more, and the organization prospers.
LMX
Stranger
Interactions within the leader-subordinate dyad are generally rule bound Rely on contractual relationships Relate to each other within prescribed organizational roles Experience lower quality exchanges Motives of subordinate directed toward self-interest rather than good of the group
Acquaintance
Begins with an offer by leader/subordinate for improved career-oriented social exchanges Testing period for both, assessing whether
the subordinate is interested in taking on new roles leader is willing to provide new challenges
Shift in dyad from formalized interactions to new ways of relating Quality of exchanges improve along with greater trust & respect Less focus on self-interest, more on goals of the group Marked by high-quality leader-member exchanges Experience high degree of mutual trust, respect, and obligation toward each other Tested relationship and found it dependable High degree of reciprocity between leaders and subordinates May depend on each other for favors and special assistance Highly developed patterns of relating that produce positive outcomes for both themselves & the organization
Mature Partnership
Transformational Leadership
Transformational Leadership
A process that changes and transforms people. It is concerned with emotions, values, ethics, standards and long term goals and includes assessing followers motives, satisfying their needs, and treating them as full human beings. Incorporates charismatic and visionary leadership and though the leader plays a pivotal role in precipitation change, followers and leaders are inextricably bound together in the transformation process. The process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower.
Transformational Leadership
It describes how leaders can initiate, develop and carry out significant changes in organizations. Rather than being a model that tells leaders what to do, transformational leadership provides a broad set of generalizations of what is typical of leaders who are transforming or who work in transforming contexts Provides a general way of thinking about leadership that emphasized ideals, inspiration, innovation and individual concerns.
Transformational Leadership
Charisma
A special personality characteristic that gives a person superhuman or exceptional powers and is reserved for a few, is of divine origin, and results in the person being treated as a leader. Charismatic leaders act in unique ways that have specific charismatic effects on their followers
Transformational Leadership
Bennis and Nanus research
Leaders had a clear vision of the future state of their organizations Leaders were social architects for their organizations Leaders created trust in their organizations by making their own positions clearly known and then standing by them Leaders used creative deployment of self through positive self-regard
(Also used comparisons to transactional leadership and passive avoidant leadership styles)
Transformational Leadership
Pros - It has been widely researched since 1970s - It has an intuitive appeal (consistent with societys popular notion of what leadership means) - It treats leadership as a process that occurs between followers and leaders - It provides a broader view of leadership that augments other leadership models - It places a strong emphasis on followers needs, values, and morals - Evidence supports this theory it does work!
Transformational Leadership
Cons - lacks clarity it is difficult to define the parameters - Difficult to measure. Idealized influence, inspirational motivation, intellectual stimulation and individualized consideration are all similar and can be hard to make distinct from each other - Transformational leadership can be seen as a personality trait or personal disposition rather than a behavior in which people can be instructed - It is elitist and antidemocratic because it gives the impression that the leader is acting independently of the followers - It has the potential to be abused - It only works in situations that require change! This may not work in an organization that is not open for a tranformation.
References
Northouse, P.G. (2007) Leadership Theory and Practice. Sage Publications, Inc. Thousand Oaks, CA.