Deck 16: Overview and Integration

Question 1

What are some points of convergence in the four major lines of research on effective leadership (traits and skills, behaviors, influence processes, situational variables)?

Answer 1

The four lines in which leadership research are conducted are situation variables, behavior, power and influence, and traits and skills. The decisions of leaders are influenced by several situational factors that are internal and external to the organization like policies, standard procedures, budget and labor laws. Leaders have to understand the situation and act accordingly. Leadership behavior is visible in the development of strategic objectives by the top management to manage planned and unplanned change. Effective leaders have to identify tasks, relations and change oriented behavior to be appropriate for a given situation. Leaders have to influence the attitude and behavior of their followers, superiors and the stakeholders. Power and influence exercised by the leaders is situation and the degree to which it is exercised decides their effectiveness. Finally, leaders need technical, interpersonal and cognitive traits and skills to be successful in their roles. Their values, culture, beliefs and attitude go a long way in determining their effectiveness.

Question 2

What are some of the most important findings about effective leadership in organizations?

Answer 2

Some of the major findings about studies in the field of effective leadership cover leadership traits, skills, behavior and influence processes. Findings indicate that leaders face a continuous stream of challenges and demanding situations. The circumstances or situations necessitate leaders to take decisions accordingly. The descriptive research on effective leadership finds that leaders develop a mental agenda for short-term and long-term objectives and strategies. Studies also find that influence is the essence of leadership and power determines its effectiveness. Power in position is secured from the amount of formal authority exercised, control over distribution of rewards or punishments and controlling information and its access to other people in the organization. Research findings on the relevance of traits and skills for leaders that is largely situational given the uncertainty and turbulence that exists in the current business environment. There are certain traits and skills for effective change-oriented leadership, task-oriented and for relations-oriented leadership.

Question 3

What are some explanatory constructs and processes that appear similar in dyadic, group, and organizational level theories?

Answer 3

The explanatory constructs or the multi-level effects, in the three levels of conceptualization, that is dyadic, group or team and organization are explained below:
Dyadic:
• Ensures subordinate task commitment
• Internalized values and belief for subordinates
• Personal identification with leader
• Subordinates' trust and cooperation with the leader
• Specialization in roles for subordinates
• Self-efficacy and confidence in subordinates
• Autonomy given to subordinates
• Subordinate's creativity and learning
Group:
• The commitment of team members to the goals
• Norms and values of the group
• Specialization in a team
• Efficacy of team
• Team empowerment
• Problem solving and collective learning
• Diversity of skills of team members
Organization:
• The commitment to the organization's mission by members
• Organization culture and values
• Integration of activities of subunits
• Human capital and talent
• Decentralization and power sharing in organization
• Innovation and learning in organization

Question 4

What are some biases and limitations in the way leadership is usually defined and studied?

Question 5

What improvements could be made in the way leadership is studied?

Question 6

If you were asked to identify the 10 most essential functions of leadership, what would be on your list (which may differ from the list suggested by the author)?