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Chapter 4: Leadership

Chapter 4: Leadership. Introduction. Leadership: A golden concept Definition of Leadership The Ambiguity of Leadership Inspirational L eaders . French & Raven’s 5 Bases of Social Power. 1. Expert power: T he ability to control others through the power of knowledge

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Chapter 4: Leadership

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  1. Chapter 4: Leadership

  2. Introduction • Leadership: A golden concept • Definition of Leadership • The Ambiguity of Leadership • Inspirational Leaders

  3. 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

  4. 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.”

  5. 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

  6. Leadership = Communication? Six Main Communication Styles: • Verbal Aggressiveness • Expressiveness • Preciseness • Assuredness • Supportiveness • Argumentativeness Charismatic and Human-Oriented Leadership Styles = Mainly communicative Task-Oriented Leadership Styles: Less communicative

  7. 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

  8. 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

  9. Exercise and Practice Routine I • Form groups of 4-6 people • Discuss the following questions: • As a leader, do you have power preferences? • Do different circumstances require or demand certain types of power usages? • When can one type of power be overused? • What are some common examples of misuses of power in business organizations?

  10. Exercise and Practice Routine II • Form groups of three people • Assign the following roles: the transformational leader, the follower and the observer • Play out a scenario on tardiness • The observer records how many times the leader uses valued techniques such as active listening, using open questions, displaying respect and recognizing individual contributions • Discuss the result in your groups

  11. Exercise and Practice Routine III • Form groups of six people • All group members choose a communication style • Each person gives 2- 3 examples on how the chosen communication style can be put into practice • Provide feedback to each group member

  12. 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.

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