...Comparing and Contrasting Leadership Models Rebecca Boning University of Phoenix Comparing and Contrasting Leadership Models The phenomenon of leadership has been studied extensively over many years by a diverse group of researcher for the purpose of understanding how and why some people have power and influence over others and how this impacts society and history. Additionally, understanding how leaders impact organizational success, follower success, and even their own success has been a much sought after and controversial concept. While there are varying leadership models and theories, four leadership models include: transformational leadership model, transactional leadership model, charismatic leadership model, and situational theory of leadership. Four Leadership Models Transformational Leadership According to Avolio and Yammarino (2002), leader-follower interaction can be based on either transactional or transforming. Transactional leader-follower relationship is contingent upon the “exchange of valued items, whether political, economic, or emotional” (Avolio & Yammarino, 2002, p. 7). By contrast, transformational leader-follower relationship is “where the motivation, morality, and ethical aspirations of the leader and followers are raised” (Avolio & Yammarino, 202, p. 7). Transformational leaders, according to Avolio and Yammarino (2002), “act as agents of change by transforming followers’ attitudes, beliefs, and motives from a lower to a higher...
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...motivation o contingent rewards o active management by exception Correct • 2 A contingency theory that contains mediating variables is o leadership substitutes theory o situational leadership theory o cognitive resource theory XXX multiple-linkage model Correct • 3 Which of the following is a characteristic of a positive charismatic? o Dependency on the leader o Centralized decision making by the leader XXX Devotion to ideology not personal identification o Information is restricted Correct • 4 One unique characteristic of followers in leadership theory is o skills and expertise o traits XXX task commitment and effort o confidence and optimism Correct • 5 Ideological leaders will develop when the leader o makes a rational appeal to followers XXX appeals to shared values o appeals to emotion o has particular expertise Correct • 6 Effective transformational leaders o select subordinates who will be loyal and uncritical o delegate most decisions to individuals or self-managed teams XXX use a combination of transformational and transactional behaviors o challenge strongly held values of followers to get their attention Correct • 7 Which statement about transformational and charismatic leadership is most accurate? o Charismatic leaders are more effective in business organizations o Both types of leadership are effective in any situation XXX Charisma is a necessary ingredient in transformational leadership o Both types...
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...| | LDSP 310 Quiz 3 | | | | | | | | | | | Front | | Front | 1 | | What kind of power is dependent upon freindship and trust? | | referent power | | | | | | | A | affiliation power | | | | | | | | | B | dyadic power | | | | | | | | | C | referent power | | | | | | | | | D | expert power | | | 2 | | | | | | | Which influence process is most likely to result in contnued commitment to a task objective regardless of the manager's subsequent actions? | | internalization | | | | | | | A | instrumental compliance | | | | | | | | | B | personal identification | | | | | | | | | C | compliance with authority | | | | | | | | | D | internalization | | | | | | | | 3 | | | | | | | which of the following is not an example of resistence? | | carry out the request with only the minimum necessary effort | | | | | | | A | carry out the request with only the minimum necessary effort | | | | | | | | | B | delay taking action to see if the agent is serious about the rewquest | | | | | | | | | C | tell the agent why you are too busy now to carry out the request | | | | | | | | | D | appeal to a higher authority torescind or change the request | | | | | | | | 4 | | | | | | | Which two...
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...CULTURE SPECIFIC AND CROSSCULTURALLY GENERALIZABLE IMPLICIT LEADERSHIP THEORIES: ARE ATTRIBUTES OF CHARISMATIC/TRANSFORMATIONAL LEADERSHIP UNIVERSALLY ENDORSED?1 This study focuses on culturally endorsed implicit theories of leadership (CLTs). Although crosscultural research emphasizes that different cultural groups likely have different conceptions of what leadership should entail, a controversial position is argued here: namely that attributes associated with charismatic/transformational leadership will be universally endorsed as contributing to outstanding leadership. This hypothesis was tested in 62 cultures as part of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) Research Program. Universally endorsed leader attributes, as well as attributes that are universally seen as impediments to outstanding leadership and culturally contingent attributes are presented here. The results support the hypothesis that specific aspects of charismatic/transformational leadership are strongly and universally endorsed across cultures. Deanne N. Den Hartog Vrije Universiteit-Amsterdam Representing the Netherlands Robert J. House University of Pennsylvania Principal Investigator Paul J. Hanges University of Maryland Principal Investigator S. Antonio Ruiz-Quintanilla Cornell University GLOBE Coordinating Team Direct all correspondence to: Deanne N. Den Hartog, Free University, Work and Organizational Psychology, v.d. Boechorst straat 1, 1081 BT Amsterdam, the Netherlands;...
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...Leadership Models Essay Abstract It is not possible to reflect every aspect of each theory, due to the complexities of the models and the wide-ranging opinions of scholars that have studied each concept over many years. However, the purpose of this paper is to discuss four leadership models that are not only interesting but will support growth to those aspiring to become scholars, practitioners and leaders in a particular field of study. These theories were selected to provide information and to offer a review of the characteristics and main points of significance of each theory. The following models will be examined: Transformational leadership, Transactional leadership, Situational leadership and Charismatic leadership. It is important to look at each model separately to understand and define the uniqueness of each of the theories. In addition, to providing definitions for each model, a brief summary will state general similarities. The summation will also indicate that each of the leadership theories is unique with a particular purpose and outcome. Leadership Models Essay Many leadership models have accumulated for as long as there have been leaders. To determine the characteristic associated with leadership styles and the relationship to the zeitgeist some theorists have defined leadership into attribute approaches and periods. “The scientific study of leadership can be roughly divided into three periods: the trait period from around...
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...SAMPLE MULTIPLE CHOICE AND TRUE FALSE QUESTIONS (These are samples only and may not be the exact questions on the test) Chapter 12 Leadership Leadership is best defined as ________. A) the ability to merely project one's abilities in the lack of actual accomplishments B) the ability to reduce the dependence of team members on each other C) the ability to induce the team members to focus on individual goals rather than collective goals D) the ability to influence a group toward the achievement of a vision or set of goals E) the ability to use factors like training and experience to reduce dependence on formal leadership Trait theories of leadership focus on ________. A) the special relationship that leaders establish with a small group of their followers B) the personal qualities and characteristics that differentiate leaders from nonleaders C) the way the leader makes decisions D) the extent to which followers are willing and able to accomplish a specific task E) the match between the leader's style and the degree to which the situation gives the leader control Which of the following Big Five personality traits has been identified as the most important trait in effective leaders? A) conscientiousness B) openness C) extraversion D) agreeableness E) emotional stability Emotional intelligence (EI) is critical to effective leadership because one of its core components is ________, which reflects the consideration that leaders must be able to express. A) conscientiousness ...
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...TRANSFORMATIONAL AND CHARISMATIC LEADERSHIP THEORIES Gary Yukl* State University of New York at Albany Theories of transformational and charismatic leadership provide important insights about the nature of effective leadership. However, most of the theories have conceptual weaknesses that reduce their capacity to explain effective leadership. The conceptual weaknesses are identified here and refinements are suggested. The issue of compatibility between transformational and charismatic leadership is also discussed. Finally, some methodological problems involving construct validation and theory testing are identified, and suggestions for future research are provided. INTRODUCTION In the 1970s, behavioral theories of leadership effectiveness were dominant. Examples include path-goal theory (House & Mitchell, 1974), LMX theory (Graen & Cashman, 1975), and normative decision theory (Vroom & Yetton, 1973). Since the late 1980s, theories of transformational and charismatic leadership have been ascendant. Versions of transformational leadership have been proposed by several theorists, including Bass (1985, 1996); Bennis and Nanus (1985), Burns (1978), Sashkin (1988), and Tichy and Devanna (1986, 1990). Building on the ideas of Weber (1947), refined versions of charismatic leadership have been proposed by several theorists, including Conger (1989), Conger and Kanungo (1987, 1998), House (1977), and Shamir, House, and Arthur (1993). Unlike the “traditional” leadership theories, which emphasized...
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...Leadership effectiveness: Refers to attaining desirable outcomes such as productivity quality and satisfaction in a given situation Core self evaluations: April personality trait that captures bottom-line self-assessment that is composed of self-esteem locus of control generalized self efficacy and emotional stability. Trust: Defined as a person's confidence in another individuals intentions and motives in the sincerity of individuals word. Authenticity: An embedded trade being trustworthy. Being genuine and honest about your personality values and beliefs as well as having integrity Assertiveness: Refers to being forthright in expressing demands opinions feelings and attitudes. Being assertive helps leaders perform many tasks and achieve goals. Among them are confronting group members about their mistakes demanding higher performance setting high expectations and making legitimate demands on higher management. Emotional intelligence: Refers to the ability to do such things as understand once feelings have empathy for others and regulates once a motion to enhance one's quality of life. Key factors in emotional intelligence: Self-awareness self-management, Social awareness, relationship management. Flexibility: The ability to adapt to different situations. Internal locus of control: The belief that they are prime mover behind events. An internal locus of control helps a leader in the role of a take charge person because the leader of the lease fundamentally in his or...
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...Charismatic & Transformational Leadership Chapter 9 Charismatic and Transformational leadership (TL for short) originated in an interest in learning more about how leaders get followers to make self-sacrifices and put the needs of their organization above their own material self-interests. This chapter describes the major theories of charismatic and TL, provides an evaluation of these theories, and then offers guidelines for TL. TWO EARLY THEORIES Charisma. Charisma is a Greek word that means ""divinely inspired gift". A sociologist, Max Weber, used the term to describe a form of influence based not on tradition or formal authority, but rather on follower perceptions that the leader has exceptional qualities. According to Weber, perceptions of a leader as charismatic usually occur when there is a social crisis. A leader who is seen during such a crisis as providing a "radical" vision, with a convincing and achievable solution to the crisis, is seen as charismatic. A key aspect of this leadership influence is getting followers to believe in, and passionately embrace, the vision. Newer versions of this theory have developed. They are called "neocharismatic" theories. Transforming Leadership. This theory originated from a political scientist, James McGregor Burns. As originally conceived, TL engages the moral values of followers, raises their consciousness about ethical issues, and mobilizes their energy and resources to change institutions. Burns contrasted this TL...
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...Leadership Models University of Phoenix Leadership Models Leadership is a group phenomenon that includes interpersonal influence or persuasion, is goal directed and can lead others through certain actions or to achieving goals through influence, and has hierarchy within the group that can be formal and well defined or informal and flexible. Leaders assist in establishing goals and reaching those goals through actions, allowing individuals in leadership positions to be effective (Nahavandi, 2006). Leadership research has been and will be completed by many individuals and has led to many theories and models to be developed that have both similarities and differences. Four theories or models of leadership that have been researched and developed include trait theories, transactional leadership, transformational leadership, and situational leadership. The research on each of these has varied in amount and focus, but mostly the information has helped to develop theories and styles that can be important in understanding and developing leadership skills (Clawson & Bevan, 2006). Trait Theories The first type of leadership theories studied revolved around the traits effective leaders were shown to have. Trait theories of leadership focused on what traits an individual has that assist in his or her leadership abilities. These traits were considered innate or heritable and were believed to be passed down through familial generations (Zaccaro, 2007). Originally the traits were...
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...Learning Outcomes – Leadership • Discuss the trait theories of leadership • Explain the behavioral theories for understanding leadership • Describe Fiedler’s contingency model for leading • Outline the Hersey and Blanchard situational leadership theory • Describe the characteristics of the charismatic leader • Contrast the differences between transactional and transformational leaders • Gain a greater understanding of one’s own leadership style through self-assessment Leadership is the art and science of getting the job done through the willing efforts of others. The essence of leadership is to influence behavior. Overview We will be looking at the leadership phenomenon from four areas of theory and research. • Trait theory of leadership • Behavioral theories of leadership • Contingency model of leadership • Contemporary models of leadership Leadership can be explained by exploring these four different approaches. Trait Theory – Trait theory is based on an individual’s personal attributes as a leader. Trait theories seek to identify such traits such as personality, social, physical or intellectual traits that will identify leaders. Six traits have been identified as a requirement for leadership. They are: • energy, ambition, and drive • the desire to lead • honesty and integrity • self-confidence • intelligence – cognitive ability • job related knowledge Behavioral Theories...
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...Nowadays, whether a leader is charismatic enough is based on his leadership style. A person with a high leading ability will be valuable to the corporation. Most of corporations prefer employees who have a high level of leading ability. It is very crucial to choose leaderships because the corporations’ cultures, productivity, effectiveness and loyalty of employees are all rely on the leader and his leadership. There are two leadership theories that are transactional leadership and transformational leadership. Most of researches have discussed the definitions, factors, and frameworks of these theories, however, as for the contrasting evaluation of transformational leadership, it has been neglected. Therefore, this paper will briefly explain both transactional leadership and transformational leadership, and then report the negative side of transformational leadership. Moreover, how transformational leadership applies to the hospitality industry will be discussed as well. 1. Transactional leadership and transformational leadership From Northhouse (2015), transactional leadership is a traditional leadership style that concerns about the exchanges between leaders and followers. Bass (1985) states that transactional leadership primarily focuses on the exchange process and those exchanges have an impact on followers’ performance (as cited in Rothfelder, Ottenbacher &Harrington, 2013). It means that there is a transaction between the leaders and followers. It is premised by the...
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...ANALYSIS OF THE IMPACT OF LEADERSHIP STYLES AND ORGANIZATIONAL CULTURE by Valdes J. Snipes Bennett A Dissertation Presented in Partial Fulfillment Of the Requirements for the Degree Doctor of Philosophy Capella University June 2006 UMI Number: 3226208 Copyright 2006 by Snipes-Bennett, Valdes J. All rights reserved. UMI Microform 3226208 Copyright 2006 by ProQuest Information and Learning Company. All rights reserved. This microform edition is protected against unauthorized copying under Title 17, United States Code. ProQuest Information and Learning Company 300 North Zeeb Road P.O. Box 1346 Ann Arbor, MI 48106-1346 © Valdes J. Snipes Bennett, 2006 Abstract It has been theorized that the leadership style (LS) of a leader/manager in nonprofit organizations is important to effectively motivate employees to work together in achieving goals. The purpose of this study is to determine if there is a relationship between leadership styles, organizational culture (OC), and organizational effectiveness outcomes (OEO). The relationship study applies data collection and scoring procedures developed by Bass and Avolio. The correlation between independent variables of transformational, transactional and passive/avoidant leadership styles and the dependent variables of transformational and transactional OC, and OEO variables of effectiveness, satisfaction, and extra effort were examined. Data was collected on leadership styles and organizational...
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...CHAPTER 11 - LEADERSHIP AND TRUST LEARNING OUTCOMES After reading this chapter, students should be able to: 1. Define the term “leader” and explain the difference between managers and leaders. 2. Summarize the conclusions of trait theories of leadership. 3. Describe the Fiedler contingency model. 4. Summarize the path-goal model of leadership. 5. Explain situational leadership. 6. Identify the qualities that characterize charismatic leaders. 7. Describe the skills that visionary leaders exhibit. 8. Explain the four specific roles of effective team leaders. 9. Identify the five dimensions of trust. Opening Vignette SUMMARY Jack Hartnett, D.L. Rogers Corp., president, leads by combining ingredients from both the Stone Age and the New Age. Hartnett prides himself on knowing everything about his employees--both at work and at home. Is Hartnett's style intrusive? Yes! But neither he nor his employees consider it a problem. He believes that the more he knows about his workers, the more he can help them stay focused at work and happy at home. But if you think he's "Mr. Nice Guy," think again. Hartnett instructs his employees to "do it the way we tell you to do it." He's perfectly comfortable using the authority in his position to make rules and dish out punishments. Break one of his rules twice and he'll fire you. The managers who work for Hartnett are well compensated for meeting his demanding requirements. Does Hartnett seem inconsistent? Maybe. He believes...
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...Abstract Since its inception in the early 1990s, the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project has investigated the complex relationship between societal culture and organizational behavior. The focus of this paper is on leadership, specifically what we know and have learned from the GLOBE project so far. Among other findings, we demonstrate that national culture indirectly influences leadership behaviors through the leadership expectations of societies. In other words, executives tend to lead in a manner more or less consistent with the leadership prototypes endorsed within their particular culture. In turn, leaders who behave according to expectations are most effective. We also found that some leadership behaviors are universally effective such as charismatic/value-based leadership; others are much more culturally sensitive such as participative leadership. Finally, we identified truly superior (and also truly inferior) CEOs by the degree to which their behaviors exceed (or fail to meet) their society's expectations. All in all, understanding national culture gives us a heads-up as to which kinds of leadership will likely be enacted and effective in each society. We believe that the GLOBE journey has helped us understand the complex, tricky, and fascinating relationships among societal culture, organizational behavior, and leadership processes. This paper is a celebration of twenty years of collaborative work conducted by more than 200 researchers...
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