4.4 Issues in Leadership Development

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Wilfrid Laurier University *

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Management

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Feb 20, 2024

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4.4 ISSUES IN LEADERSHIP DEVELOPMENT Refers to reading 4.4 (pp. 284-288) 1. What is a charismatic leader? Transformational Leadership 2. Define each of the following: Transactional Leadership Transformational Leadership 3. Provide examples of charismatic leaders. Qualities of a Transformational Leader 4. What are some of the characteristics of transformational leaders? Having ideas and a clear sense of direction; communicating them to others; developing excitement about accomplishing shared "dreams." Using the power of personal reference and emotion to arouse others' enthusiasm, faith, loyalty pride, and trust in themselves. Identifying "heroes" and holding spontaneous and planned ceremonies to celebrate excellence and high achievement. Helping others develop by removing performance obstacles, sharing responsibilities, and delegating truly challenging work. Gaining the involvement of others by creating awareness of problems and stirring their imaginations. Being honest and credible, acting consistently out of personal conviction, and following through on commitments.

Emotional Intelligence and Leadership 5. What is emotional intelligence? 6. Identify the characteristics of emotional intelligence. Characteristics Description Understanding our own moods and emotions, and understanding their impact on our work and on others. Thinking before we act and controlling otherwise disruptive impulses. Working hard with persistence and for reasons other than money and status Understanding the emotions of others and using this understanding to better relate to them. . Establishing rapport with others and building good relationships and networks. Gender and Leadership 7. What is the gender similarities hypothesis Perceptions of gender differences in leadership exist, but those perceptions fit … Women are expected to: Men are expected to: 8. What did Vroom find in regards to gender and interactive leadership? 9. What are interactive leaders?

10. What did Moss Kanter suggest with regards to the suggestion that women may be stronger in the area of interactive leadership? Moral Leadership 11. What is moral leadership? List examples of people who demonstrated moral leadership? 12. Explain Luthan and Avolio’s concept of authentic leadership? Drucker’s “old-fashioned” leadership? 13. What was the key idea of Drucker’s “old-fashioned” leadership? 14. Read what Drucker believed made a strong foundation (or a building block) for leadership effectiveness, and complete the table. Drucker’s Building Blocks Why you think that this would be important to be an effective leader Establishing a sense of mission Accepting leadership as a responsibility rather than a rank Earning and keeping the trust of others

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Application Questions Read the Research Brief below. When leaders show positive emotions, the effect on followers is positive, creating positive moods and also creating tendencies toward positive leader ratings and feelings of attraction to the leader. These are the major conclusions from four research studies conducted by Joyce E. Bono and Remus llies, and reported in Leadership Quarterly . Noting the growing interest in the role of emotions in leadership and recognizing the emotional aspects of transformational leadership, Bono and Illes set out to examine how charismatic leaders “use emotion to influence followers.” They advanced hypotheses as indicated in the figure, expecting to find that charismatic leaders display positive emotions. that positive leader emotions create positive follower moods and that positive follower moods generate both positive ratings :1 the leader and attraction toward the leader. These hypotheses were examined in a series of four empirical studies. The researchers concluded that positive emotions are an important aspect of charismatic leadership. They found that leaders rated high in charisma choose words with more positive emotional content for m statements and speeches. They also found that the positive mum of leaders were transferred into positive moods among followers; that is, the positive leader moods were contagious. They also found that followers with positive moods had more positive perceptions of leader effectiveness. One of the limitations of these studies, as pointed out by Bone and llies is that they only focused on positive leader emotions. This leaves open questions of how leaders use negative emotions and how these emotions affect followers. Also, the researchers suggest the need to examine the impact of leader moods on follower performance and creativity. 1. While perhaps agreeing with the logic of emotional contagion, should we conclude that a leader can never have a “bad" day and can never communicate, verbally or nonverbally, anything other than positive emotional messages? 2. Is it realistic for managers to live up to these expectations to always be positive?

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