Summary: Leadership & Behavioral Decision Making

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• 2 Class 2 - Leadership traits

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• OLD view vs NEW view leadership(Lewin)

  
  OLDtraits are differences among individuals in a typical tendency to behave, think or feel = BIG 5 personality
  

  1. - neuroticism
  2. - openness
  3. - agreeableness
  4. - extraversion
  5. - conscientiousness

  
  
  -19th century-
  
  Leadership (Great Man) theories sought to identify the unique qualities of heroes. 
  -20th century-
  
  researchers started studying how behaviors and contexts affect the leadership process
  --> weak relationship between outcome and traits
  NEW
  today, the focus is more on the group context, situation, behaviors and dynamics between the followers and the leader
  not studying just one or two traits, but profiles and patterns

• List of traits associated with leadership

  1. Cognitive
  2. personality
  3. beliefs
  4. knowledge
  5. other
  6. motives
  7. social capacities

• 2 behavioral leadership theories (ohio & michigan)

  • Ohio state studies

  - initiating structure = attempts to organize work, structure processes and set goals
  - consideration = concern for followers' comfort, well-being, status, and satisfaction
  
  

  • University of Michigan studies

  - production oriented = emphasize the technical or task aspects of the job
  - employee oriented = emphasize interpersonal relations and accept individual differences

• NEW leadership - full range model

  Transactional leadership
  = WHAT task you do
  
  Instrumental leadership
  = HOW you do the TASK= material change
  ability to break down complex, long-term goals into smaller, approachable tasks
  
  Transformational leadership
  = HOW you impact PEOPLE = social change
  
  Charismatic leadership
  = WHY do people want to follow a leader = Vision

• 7 deadly flaws of financial incentives

  1. Extinguish intrinsic motivation
  2. diminish performance
  3. crush negativity
  4. crowd out good behavior
  5. encourage unethical behavior
  6. addictive
  7. foster short term thinking      

• Criticism of transformational leadership

  Research on transformational leadership is severely limited
  blending unrelated subdimensions into one dimension
  transformational leadership is defined by its positive outcomes, rather than clear and unambiguous behaviors
  Main measure is flawed
  
  --> New, better research will have to be done
  --> most cited and used leadership style
  --> transformational leadership is a unidimensional simplification of a multidimensional model lacking research in its individual dimensions

• 3 Class 3 - Charisma

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• Early writings on charisma (Weber, House, Shamir)

  WEBER
  differentiated charismatic from bureaucratic/rational and traditional authority
  charisma = exalting features of an individual, superhuman, supernatural aire
  arise in times of distress
  
  HOUSE
  building on weber argues that charisma = emotional interactions between followers and their leaders
  courage
  moral conviction
  high expectations & inspiring confidence
  challenge the status quo
  
  HOUSE & SHAMIR
  motivational theory of charisma
  = charismatic leaders federate followers around a vision so that they are intrinsically motivated and inextricably bound to the vision

• Conger & Kanungo argue that charismatic leadership is an attributional process & leadership is validated through a 3-step process- leaders...

  1. Assess the STATUS QUO
  2. Articulate an inspiring VISION
  3. Display aura of CONFIDENCE & COMPETENCE

  
  - if leaders successfully pass these three steps, followers will attribute charisma to the leader

• Charismatic leadershiparistotle suggested three means of persuasion

  Logos; logic behind argument - think
  Pathos; appeal to the emotions of audience and elicits feelings that already reside in them - feel
  Ethos; describe the guiding beliefs or ideals behind your words - act right

• Charismatic leadership tactics CLTs (DFS)

  Deliver: voice, facial expressions, body language
  Frame: metaphor & stories, contrasts, rhetorical questions
  Substance: moral conviction, ambition & confidence