Transcript Chapter 4: Leadership - My book Kathrine kirkeby thomsen

Chapter 4: Leadership
Introduction
• Leadership: A golden concept
• Definition of Leadership
• The Ambiguity of Leadership
• Inspirational Leaders
French & Raven’s
5 Bases of Social Power
1. Expert power: The ability to control others through the power of
knowledge
2. Referent power: The ability to influence a follower due to the
follower’s loyalty, respect and admiration towards the leader
3. Legitimate power: The ability to exert influence through requests or
demands deemed appropriate by virtue of their role and position
4. Reward power: The ability to influence others due to ones control
over desired resources
5. Coercive power: The ability to control others through the fear of
punishment or the loss of valued outcomes
Transformational Leadership
Bass and Riggio’s definition:
“ (..) those who stimulate and inspire followers to both
achieve extraordinary outcomes and, in the process, develop
their own leadership capacity. Transformational leaders help
followers grow and develop into leaders by responding to
individual followers’ needs by empowering them and by
aligning the objective and goals of the individual followers,
the leader, the group, and the larger organization. (..)
Transformational leadership can move followers to exceed
expected performance, as well as lead to high level of
follower satisfaction and commitment to the group and
organization.”
Transformational Leadership
Elements:
• Idealized Influence (II): Building trust and respect from your
subordinates
• Inspirational Motivation (IM): Motivating individuals to try harder
and exert an extra effort to achieved their desired goals
• Intellectual Stimulation (IS): Encouraging individuals to imagine
different ways of doing things and to question existing practices
• Individual Consideration (IC): Demonstrating concern and care for
others
Leadership = Communication?
Six Main Communication Styles:
1. Verbal Aggressiveness
2. Expressiveness
3. Preciseness
4. Assuredness
5. Supportiveness
6. Argumentativeness
Charismatic and Human-Oriented Leadership Styles = Mainly
communicative
Task-Oriented Leadership Styles: Less communicative
Leadership = Communication?
Charismatic Leadership Styles: All communication
styles besides expressiveness
Human-Oriented Leadership Styles: Supportiveness
and to a lesser extent expressiveness and verbal
aggressiveness
Task-Oriented Leadership Styles: Assuredness,
preciseness, but also some verbal aggressiveness
Leadership = Communication?
A friendly communication style creates:
• Increased level of satisfaction
• An environment more open to knowledge sharing
Assuredness relates to:
• Perceived performance
• Job satisfaction
• Commitment to the organization
Exercise and Practice Routine I
1. Form groups of 4-6 people
2. Discuss the following questions:
1. As a leader, do you have power preferences?
2. Do different circumstances require or demand
certain types of power usages?
3. When can one type of power be overused?
4. What are some common examples of misuses of
power in business organizations?
Exercise and Practice Routine II
1. Form groups of three people
2. Assign the following roles: the transformational
leader, the follower and the observer
3. Play out a scenario on tardiness
4. The observer records how many times the
leader uses valued techniques such as active
listening, using open questions, displaying
respect and recognizing individual contributions
5. Discuss the result in your groups
Exercise and Practice Routine III
1. Form groups of six people
2. All group members choose a communication
style
3. Each person gives 2- 3 examples on how the
chosen communication style can be put into
practice
4. Provide feedback to each group member
Bibliography and Reference Materials
Alvesson, M. & Spicer, A. (2011). Introduction. In Alvesson, Mats & Spicer, André (Ed.), Metaphors
We Lead By – Understanding Leadership in the Real World, pp. 1-7. Routledge.
Bass, B. M., & Riggio, R. E. (2005). Transformational leadership. New Jersey: Psychology Press.
Bass, Bernard. & Steidlmeier, Paul. (1999). Ethics, Character, and Authentic Transformational
Leadership Behavior. Leadership Quarterly. 10(2), pp. 181-217.
de Vries, R. E., Bakker-Pieper, A. and Oostenveld, W. (2010). Leadership = Communication? The
Relation of Leaders’ Communication Styles with Leadership Styles, Knowledge Sharing and
Leadership Outcomes. Journal of Business and Psychology. 25 (3), pp. 367-380.
Hughes, R. L., Ginnett, R. C. and Curphy, G. J. Power. (1995). Influence, and Influence Tactics. In
Thomas J. Wren (Ed.), The Leader’s Companion: Insights on Leadership Through the Ages (pp.
339-552). New York City: The Free Press.
Pfeffer, J. (1977). The Ambiguity of Leadership. The Academy of Management Review , Vol. 2, No.
1 (Jan., 1977), pp. 104-112.