1.

Leadership style and behaviours:

• Leadership: the use of power and influence to direct the activities of followers
toward goal achievement. Could affect followers’ interpretation of events, the
organisation of their work activities, their commitment to key goals, their relationships
with other followers, or their access to cooperation and support from other work
units.
• Leaders might be judged by objective evaluations of unit performance, such
as profit margins, market share, sales, returns on investment, productivity, quality,
costs in relation to budgeted expenditures, and so forth. If those sorts of indices are
unavailable, the leader’s superiors may judge the performance of the unit on a more
subjective basis.
• Leader–member exchange theory: how leader–member exchange (LMX)
relationships develop over time on a dyadic basis. The theory argues that new
leader–member relationships are typically marked by a role taking phase, during
which a manager describes role expectations to an employee and the employee
attempts to fulfil those expectations with their job behaviours. For some employees,
that initial role taking phase may eventually be supplemented by role making, during
which the employee’s own expectations for the dyad get mixed in with those of the
leader.
• Over time, the role taking and role making processes result in two general
types of leader–member dyads.
+ “High-quality exchange” dyad, marked by the frequent exchange of
information, influence, latitude, support, and attention. Those dyads form the leader’s
“ingroup” and are characterised by higher levels of mutual trust, respect, and
obligation. The other type is the
+ ”Low-quality exchange” dyad, marked by a more limited exchange of
information, influence, latitude, support, and attention. Those dyads form the leader’s
“outgroup” and are characterised by lower levels of trust, respect, and obligation.
+ Tests of the theory suggest that employees who are competent, likeable, and
similar to the leader in personality will be more likely to end up in the leader’s
ingroup; those factors have even greater impact than age, gender, or racial similarity.

2. Why are some leaders more effective than others:

* Leader effectiveness: the degree to which the leader’s actions result in the
achievement of the unit’s goals, the continued commitment of the unit’s employees,
and the development of mutual trust, respect, and obligation in leader–member
dyads.
• Traits are more predictive of leader emergence (i.e., who becomes a leader in
the first place) than they are of leader effectiveness (i.e., how well people actually do
in a leadership role).

3. Leader decision-making styles

• Autocratic style: the leader makes the decision alone without asking for the
opinions or suggestions of the employees in the work unit.
• Consultative style: the leader presents the problem to individual employees
or a group of employees, asking for their opinions and suggestions before ultimately
making the decision themself.
• Facilitative style: in which the leader presents the problem to a group of
employees and seeks consensus on a solution, making sure that their own opinion
receives no more weight than anyone else’s. With this style, the leader is more
facilitator than decision maker.
• Delegative style: the leader gives an individual employee or a group of
employees the responsibility for making the decision within some set of specified
boundary conditions. The leader plays no role in the deliberations unless asked,
though they may offer encouragement and provide necessary resources behind the
scenes.
• There is no one decision- making style that’s effective across all situations,
and all styles have their pluses and minuses. There are many factors to consider
when leaders choose a decision-making style. The most obvious consideration is the
quality of the resulting decision because making the correct decision is the ultimate
means of judging the leader. However, leaders also have to consider whether
employees will accept and commit to their decision.
• Time-driven model of leadership: suggests that the focus should shift away
from autocratic, consultative, facilitative, and delegative leaders to autocratic,
consultative, facilitative, and delegative situations.
+ Decision significance: Is the decision significant to the success of the
project or the organisation?
+ Importance of commitment: Is it important that employees “buy in” to the
decision?
+ Leader expertise: Does the leader have significant knowledge or expertise
regarding the problem?
+ Likelihood of commitment: How likely is it that employees will trust the
leader’s decision and commit to it?
+ Shared objectives: Do employees share and support the same objectives, or
do they have an agenda of their own?
+ Employee expertise: Do the employees have significant knowledge or
expertise regarding the problem?
+ Teamwork skills: Do the employees have the ability to work together to solve
the problem, or will they struggle with conflicts or inefficiencies?
+ In particular, managers seem to overuse the consultative style and
underutilize autocratic and facilitative styles.

4. Day to day leadership behaviour: two dimensions:

• Initiating structure reflects the extent to which the leader defines and
structures the roles of employees in pursuit of goal attainment.
• Consideration reflects the extent to which leaders create job relationships
characterised by mutual trust, respect for employee ideas, and consideration of
employee feelings.
• Production-centred (or task- oriented) and employee-centred (or relations-
oriented) behaviors.
• Life cycle theory of leadership (Situational model of leadership):
+ Readiness is broadly defined as the degree to which employees have the
ability and the willingness to accomplish their specific tasks.
+ Telling—high initiating structure and low consideration
+ Participating—low initiating structure and high consideration—becomes the
optimal combination of leader behaviours.
+ Delegating—low initiating structure and low consideration—such that the
leader turns over responsibility for key behaviours to the employees.

5. Transformational leadership behaviours:

• Transformational leadership involves inspiring followers to commit to a
shared vision that provides meaning to their work while also serving as a role model
who helps followers develop their own potential
+ Transformational leadership is viewed as a more motivational approach to
leadership than other managerial approaches
+ Transactional leadership, which occurs when the leader rewards or disciplines
the follower depending on the adequacy of the follower’s performance. With passive
management-by- exception,
• Active management-by-exception, the leader arranges to monitor mistakes
and errors actively and again takes corrective action when required. This approach is
represented by statements like: “The leader directs attention toward failures to meet
standards.”Contingent reward represents a more active and effective brand of
transactional leadership
• It turns out that the full spectrum of transformational leadership can be
summarised using four dimensions: idealised influence, inspirational motivation,
intellectual stimulation, and individualised consideration. Collectively, these four
dimensions of transformational leadership are often called “the Four I’s
• Idealised influence involves behaving in ways that earn the admiration, trust,
and respect of followers, causing followers to want to identify with and emulate the
leader. Idealised influence is represented by statements like: “The leader instils pride
in me for being associated with them.” Idealised influence is synonymous with
charisma
• Inspirational motivation involves behaving in ways that foster an
enthusiasm for and commitment to a shared vision of the future.
• Intellectual stimulation involves behaving in ways that challenge followers to
be innovative and creative by questioning assumptions and reframing old situations
in new ways
• Individualised consideration involves behaving in ways that help followers
achieve their potential through coaching, development, and mentoring. Not to be
confused with the consideration behaviour derived from the Ohio State studies,
individualised consideration represents treating employees as unique individuals with
specific needs, abilities, and aspirations that need to be tied into the unit’s mission.
6. Summary: Why are some leaders better than others?
7. How important is leadership?
The substitutes for leadership model suggests that certain characteristics of
the situation can constrain the influence of the leader, making it more difficult for the
leader to influence employee performance. Those situational characteristics come in
two varieties. Substitutes reduce the importance of the leader while simultaneously
providing a direct benefit to employee performance. For example, a cohesive work
group can provide its own sort of governing behaviours, making the leader less
relevant, while providing its own source of motivation and job satisfaction.
Neutralizers, in contrast, only reduce the importance of the leader.