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Assessment 1: Leadership Profile Report You are required to report your evaluation about two (2) different business leaders. To help you complete this task step by step, I have divided this assignment into several small tasks: Find the leaders First, you need to find two leaders in the business world or related fields. From your own perspective, please identify one ideal leader and one terrible leader. You can use the Fortune Global 500 list to find your most and least favorite CEOs. You can also choose anyone you have worked with or you know. You can use pseudonyms if you do not want to reveal their identities. Please note: You CANNOT choose political leaders. NO Steve Jobs, Bill Gates, or Mark Zuckerberg 1. Introduction (no more than 200 words): Please briefly introduce the leaders you choose，please provide a short bio for these selected leaders (about 100 words for each) and explain why they are chosen (about 100 ~ 200 words for each person). For instance, why he/she is an ideal leader for you? Why he/she is, from your perspective, a terrible leader? 2. Leadership Assessment - Traits, Behaviours, and Contingency Approach (600 words + or – 10%.): Please evaluate these leaders based on traits, behaviours, and contingency perspective. Evaluate Leaders from Trait and Contingency Approach please discuss the leadership quality of the chosen leaders. Are they still ideal/terrible leaders based on Trait and Contingency perspective? Please use about 300 words to evaluate each leader. A minimum three (3) academic journal references + two (2) other references is required. Evaluate Leaders from Perception and Ethics Perspective please discuss the leadership quality of the chosen leaders. Are they still ideal/terrible leaders? Please use about 300 words to evaluate each leader. A minimum three (3) academic journal references + two (2) other references is required. Evaluate Leaders from Motivation and Social Influence Perspective please discuss the leadership quality of the chosen leaders. Are they still ideal/terrible leaders? Please use about 300 words to evaluate each leader. A minimum three (3) academic journal references + two (2) other references is required. Please use Unisa Harvard Referencing style https://roadmap.unisa.edu.au/ Week0 • Educating Professionals • Creating and Applying Knowledge • Engaging our Communities Organisational Leadership Dr Chia-Yen (Chad) Chiu Evidence-Based Management Practices Management decisions should be based on a combination of critical thinking and the best available evidence. Evidence: information, facts or data supporting (or contradicting) a claim, assumption or hypothesis. In principle, all managers base their decisions on ‘evidence’. We evaluate and practice good leadership based on the scientistic approach, not personal preference. https://www.cebma.org/faq/evidence-based-management/ https://www.cebma.org/faq/evidence-based-management/ What is “Leadership” Leadership is an influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes (p. 5) What is “Leadership” Part I: What a Good Leader is Week 1: Traits, Behaviours, and Relationships Week 2: Contingency Model Week 3: Leader as an Individual Week 4: Courage and Moral Leadership Part II: How Leaders Influence Followers Week 5: Motivation and Empowerment Week 6 & 7: Power and Social Influence Part III: Achieving Shared Purposes and Leading Changes Week 8: Leading Teams Week 9: Develop Leadership Diversity Week 10: Shaping Cultures and Leading Changes To Know 1. The Trait Approach to Leadership 2. The Behavioural Approach to Leadership 3. The Relationship Approach to Leadership Please nominate a good and a bad leader Characteristics The Good The Bad Gender Age (roughly) Ethnicity Traits (personality) Typical Behaviours Relationships with followers Trait Approach: • The distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance • The Great Man assumption: inherited traits leaders possessed that distinguished them from people who were not leaders • Leaders are BORN Some important Leadership Traits: • Optimism: Tendency to see positive side of things • Self-confidence: Assurance in one’s own judgments, decision making, ideas, and capabilities • Honesty: Truthfulness and nondeception • Integrity: Quality of being whole, integrated, and acting in accordance with solid ethical principles • Drive: High motivation that creates a high effort level by a leader Rate your optimism (p. 40) Other Leadership Traits: Sources: Bass and Stogdill’s Handbook of Leadership: Theory, Research, and Management Applications, 3rd ed. (New York: The Free Press, 1990), pp. 80–81; S. A. Kirkpatrick and E. A. Locke, ‘‘Leadership: Do Traits Matter?’’ Academy of Management Executive 5, no. 2 (1991), pp. 48–60; and James M. Kouzes and Barry Z. Posner, The Leadership Challenge: How to Get Extraordinary Things Done in Organizations (San Francisco: Jossey-Bass, 1990). Most Important Leadership Traits Meta-analysis by Lord and associates (1986): “Think manager-think male” Is it true? Lord, R. G., De Vader, C. L., & Alliger, G. M. (1986). A meta-analysis of the relation between personality traits and leadership perceptions: An application of validity generalization procedures. Journal of applied psychology, 71(3), 402-410. Koenig, A. M., Eagly, A. H., Mitchell, A. A., & Ristikari, T. (2011). Are leader stereotypes masculine? A meta- analysis of three research paradigms. Psychological bulletin, 137(4), 616-642. Matching Traits/Talents with Roles • Operational Leaders Traditional line and general management positions Focus on results Self-confident and assertive Analytical and knowledgeable Translate knowledge into vision • Collaborative Leaders Project managers, matrix managers, team leaders People skills for networking and building relationships Proactive and flexible • Advisory Leaders Legal, finance, and human resource departments People skills Ability to influence others Honesty and integrity Behavioural Approach • Who you are vs what you do • Autocratic vs Democratic Behavioural Approach: Ohio State Model Two categories of leadership • Consideration: The extent to which a leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust (people-orientated) • Initiating structure: The extent to which a leader is task oriented and directs subordinates’ work activities toward goal achievement (task-orientated) What’s your leadership orientation (p. 47)? Sources: Based on Marilyn R. Zuckerman and Lewis J. Hatala, Incredibly American: Releasing the Heart of Quality (Milwaukee, WI: American Society for Quality, 1992), pp. 141–142; and Mark O’Connell, Gary Yukl, and Thomas Taber, ‘‘Leader Behavior and LMX: A Constructive Replication,’’ Journal of Managerial Psychology 27, no. 2 (2012), pp. 143–154. Behavioural Approach: The Leadership Grid Yukl (2012) 1. He adds two behaviour styles (change-orientated and external). Why are they important? 2. What could be the practical implications of his proposed taxonomy? How do companies use it? 3. Why we need so many (i.e., 15 different behaviours) behavioural styles for effective leadership? Are they equally important? Traits vs Behaviours on Leadership Effectiveness Derue, D. S., Nahrgang, J. D., Wellman, N. E. D., & Humphrey, S. E. (2011). Trait and behavioral theories of leadership: An integration and meta‐analytic test of their relative validity. Personnel psychology, 64(1), 7-52. Relational Approach: Individualized Leadership e.g., People- orientated behaviour Average Leadership Style Vertical Dyadic Linkage the importance of the dyad formed by a leader with each member of the group https://www.youtube.com/watch?v=J9_Bd_qYcU8 Relational Approach: Leader-Member Exchange (LMX) In-group people: • High relationship quality • Trust • Receive more resources • Better performance Out-group people: • Low relationship quality • No trust • Receive less resources • Poor performance Leader-Member Exchange (LMX) Sources: Based on Jean François Manzoni and Jean-Louis Barsoux, ‘‘The Set-Up-to-Fail Syndrome,’’ Harvard Business Review (March–April 1988), pp. 110–113; and Mark O’Donnell, Gary Yukl, and Thomas Taber, ‘‘Leader Behavior and LMX: A Constructive Replication,’’ Journal of Management Psychology 27, no. 2 (2012), pp. 143–154. LMX: the Pygmalion Effect There is a strong positive correlation between leader expectation and follower performance • High expectation -> More resources -> Better performance Your LMX relationship (p. 55)? LMX as a Powerful Approach Dulebohn, J. H., Bommer, W. H., Liden, R. C., Brouer, R. L., & Ferris, G. R. (2012). A meta-analysis of antecedents and consequences of leader-member exchange: Integrating the past with an eye toward the future. Journal of management, 38(6), 1715-1759. Manzoni & Barsoux (1997) 1. Do you agree that bosses should take the major blame for poor follower performance? Why? 2. The authors offer several suggestions for managers. What could be the implications of this article for followers? What can we do to maintain a high quality LMX with your boss? ? What It Takes to Be a Great Leader https://www.youtube.com/watch?v=aUYSDEYdmzw https://www.youtube.com/watch?v=aUYSDEYdmzw Next Week: Contingency Model • Chapter 3 • Vroom, V. H., & Jago, A. G. (2007). The role of the situation in leadership. American psychologist, 62(1), 17-24. • Yun, S., Faraj, S., & Sims, H. P., Jr. (2005). Contingent leadership and effectiveness of trauma resuscitation teams. Journal of Applied Psychology, 90(6), 1288-1296. Week2 • Educating Professionals • Creating and Applying Knowledge • Engaging our Communities Dr. Chia-Yen (Chad) Chiu Organisational Leadership Week 2 Contingency Approach Review: Week 1 1. The Trait Approach to Leadership 2. The Behavioural Approach to Leadership 3. The Relationship Approach to Leadership Trait Approach: • The distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance • The Great Man assumption: inherited traits leaders possessed that distinguished them from people who were not leaders • Leaders are BORN Most Important Leadership Traits Meta-analysis by Lord and associates (1986): Intelligence, Warmth, & Dominance “Think manager-think male” Is it true? Yes. (r = .25 for women-leader consistency; r = .62 for men-leader) BUT • The gap becomes smaller in recent studies • Men holds the stereotype • The “flower blooming in winter” effect • Educational/judicial positions are least/most masculine Lord, R. G., De Vader, C. L., & Alliger, G. M. (1986). A meta-analysis of the relation between personality traits and leadership perceptions: An application of validity generalization procedures. Journal of applied psychology, 71(3), 402-410. Koenig, A. M., Eagly, A. H., Mitchell, A. A., & Ristikari, T. (2011). Are leader stereotypes masculine? A meta- analysis of three research paradigms. Psychological bulletin, 137(4), 616-642. Behavioural Approach: Ohio State Model Two categories of leadership