1.    Assessment Recap

You need to write a ~1500 words analysis essay about a leader’s traits, behaviors and power usage.

Q1: What makes the chosen person a good leader? (~200 words)

Q2: How are the person’s leadership traits and behaviors effective? (~1000 words)

Q3: How does the person use power and influence to be effective? (~300 words)

2.    Word Definitions

Transformational Leadership: A leadership style where the leader works with their team to identify needed change, creating a vision to guide the change through inspiration and executing the change in tandem with committed members of the group.

Situational Leadership: This refers to a leadership theory where the leader adapts their style to fit the development level of the followers they are trying to influence.

Laissez-faire Leadership: A hands-off leadership style where the leader provides little or no direction and gives employees as much freedom as possible. Employees make goals and decisions on their own.

Charismatic Leadership: This type of leadership is based on the leader's ability to communicate and behave in ways that reach followers on an emotional level, inspiring and motivating them.

Ethical Leadership: Leadership that is directed by respect for ethical beliefs and values and for the dignity and rights of others. It is about integrity and fairness in decision-making and actions.

Directive Leadership: A type of leadership style where the leader gives clear, specific directions and expectations, and closely supervises the performance of employees.

Power Dynamics: This term refers to the way in which power is distributed and the dynamics of power play within an organization. It often involves the analysis of who holds power, how it is used, and how it affects individuals and groups within the organization.

Multicultural Management: Refers to managing a workforce that is diverse in terms of different cultures, ethnicities, and nationalities. Involves understanding and respecting cultural differences and improving organization..

Empowering Approach: A leadership approach where the leader delegates authority to employees, giving them a sense of autonomy and control over their work and decision-making.

Crisis Management: The process by which an organization deals with a disruptive and unexpected event that threatens to harm the organization or its stakeholders.

Contingency Leadership: A theory that suggests the effectiveness of a leadership style is contingent on the situation. Depends on various factors, including the leader's personality, the composition of the team, and the specifics of the task.

3.    Data - Reference

Transformational Leadership:

Definition: Transformational leadership motivates people to meet organizational goals outside their self-interest.(Bass and Bass, 2008).

Transformational leaders act as role models and mentors (Fin and Yule, 2004;  Yukl, 2010) → This leads to lower absenteeism, higher productivity, and a trusting, peaceful work atmosphere (Inness et al., 2010)→ It motivates employees to perform exceptionally, by creating a positive organizational vision and prioritizing their needs (Conger & Kanungo, 1998) → This results in higher levels of safety compliance among employees (Zohar, 2002).

Link: Transformational Leadership and Employee Safety Performance

(PDF) Exploring the Qualities of a Good Leader Using Principal ...

Situational Leadership:

Definition: Situational Leadership Theory is based on the interplay among the extent of leader directive (task) behavior, leader socio emotional (relationship) behavior, and follower readiness/maturity for performing a certain function. (Hersey and Blanchard, 1992)

Leaders adjust styles to follower variation (Hersey & Blanchard, 1992) → Different styles (S1-S4) match various follower readiness (Blanchard et al., 1985; 1993; Blanchard and Nelson, 1997) → SL's limited predictability in certain jobs (Vecchio, 1987)

Leaders evolve tactics based on subordinate response (Yukl, Falbe, Youn, & Tracey, 1991) → Effective leaders use varied, appropriate tactics (Falbe & Yukl, 1992; Howell & Higgins, 1990; Yukl & Falbe, 1990; Yukl, Falbe, & Youn, 1993; Blanchard et al., 1993). → Leaders matching subordinate expectations are more effective (Vecchio, 1987)

High-maturity employees prefer self-direction (Manz & Sims, 1987) 

Closer supervision appreciated by lower-level employees (Fernandez & Vecchio, 1997)

Link: Situational leadership theory revisited: A test of an across-jobs …

Applying situational leadership in Australia - Emerald Insight

Laissez-faire Leadership:.

Definition: laissez faire leadership is considered as a lack of leadership of any kind and/or a zero leadership by failing to provide subordinates with information or feedback (Bass & Avolio, 1990).

Laissez-faire leadership isn't just about avoidance or neglect (Skogstad et al., 2007) → It allows for respect and autonomy among employees (Yang, 2015), and can foster an environment conducive to innovation (Ryan & Tipu, 2013) → This style helps in cultivating self-determination in teams (Gagné, 2003), and supports autonomous work motivation (Amundsen & Martinsen, 2014) → It can lead to psychological empowerment (Thomas & Velthouse, 1990) and self-leadership (Manz & Sims, 1989, 2001) → However, laissez-faire leadership can be seen as passively destructive and a source of workplace issues (Kelloway et al., 2005; Skogstad et al., 2007), often resulting from failure in taking responsibility (Eagly, Johannesen-Schmidt, & van Engen, 2003; Lewin, Lippitt, & White, 1939).

Link: Positive effects of laissez-faire leadership: conceptual exploration

Charismatic Leadership:

Definition:  The charismatic leader as possessing extraordinary amounts of personal power and value which the leader draws upon to influence the followers (Bass, 1985a; Conger & Kanungo, 1987, 1988; Etzioni, 1975).

Charismatic leaders utilize idealized vision, advocacy for change, and unique expertise as sources of power (Conger & Kanungo, 1988) → Motivate subordinates through strong identification and emotional ties (Bass, 1985b), leading to exceptional performance, especially in risky situations (Conger & Kanungo, 1988) → Followers highly trust and identify with these leaders (Bass, 1990), who inspire them to achieve great things (Bass, 1990) → Strong influence to group norms (House, 1977)

These leaders exhibit a dynamic presence, using engaging voice tones and confident body language (Edinger & Patterson, 1983; Friedman et al., 1980; Friedman & Riggio, 1981) → Under charismatic leadership, subordinates show higher task performance, satisfaction, and clarity in roles (Howell & Frost, 1989), suggesting more actions and experiencing less conflict (Howell & Frost, 1989) → Charismatic leadership effectively enhances group productivity and individual performance in new work settings (Howell & Frost, 1989).

Link: A Quantitative Review of Research on Charismatic Leadership

A laboratory study of charismatic leadership - ScienceDirect