organizational psycology

BMAN73132 Organisational

Applied Lecture 3

Robin Martin

([email protected]

BMAN73132 Organisational

Applied Lecture 3

Aims: To determine your implicit theory of leadership, to self-assess your strengths and areas

for development and how they link to leadership emergence and effectiveness and how your
leadership attributes can be successfully developed.

Activities:

1. Certain attributes possessed by leaders are important for leadership emergence and

effectiveness.

i. Individually write a list of what you consider to be the attributes of a good/effective
workplace leader (i.e., your implicit theory of leadership).

ii. From this list, select three attributes that in your view you currently excel at (i.e.,

strengths) and three attributes that in your view you currently do not excel at (i.e.,
areas for development).

Assignment: The assignment should cover the following (percentages give an estimate of the

weighting for the marks):

1. List your characteristics of a good workplace leader. Identify your choice of the three
attributes that in your view you currently excel at (i.e., strengths) and three attributes that in

your view you currently do not excel at (i.e., areas for development). For each of the
attributes selected briefly discuss to what extent they relate to leadership emergence and
effectiveness. [40%]

2. For the three areas you do not currently excel, describe the leader development techniques

you could engage in to successfully develop these attributes. [30%]

3. What advice would you give an organisation who wanted to select people with the three
attributes you recognise as important for leadership? [30%]

Where relevant, your answers need to be supported by appropriate theories and

research.

Word count: 1,250 words +/- 10% (including tables, figures, but excluding bibliography. No

Appendices). Note you need to submit all three Applied Lectures.

All materials relevant to the Applied Lecture will be available on Blackboard.

Historical Overview

Stogdill

(1948)

McClelland

(1965)

Stogdill

(1974)

Yukl

(2006)

Intelligence

Alertness

Responsibility

Initiative

Persistence

Self-Confidence

Sociability

Need for

achievement

Need for affiliation

Need for power:

socialised

personalised

Traits

Adaptable, alert,

ambitious, assertive,

cooperative, decisive,

dependable, dominant,

energetic, persistent, self-

confident, tolerant of

stress, responsibility

Skills

Clever, conceptually

skilled, creative, diplomatic

and tactful, fluent in

speaking, knowledgeable,

organized, persuasive,

socially skilled

Stress Tolerance

Energy Level

Self-Confidence

Internal Locus of

Control

Emotional

Stability and

Maturity

Personal Integrity

Power Motivation

Achievement

Orientation

Need for

Affiliation

Managerial Motivation

(McClelland, 1965, 1985)

Affiliation Need – receives satisfaction from being liked and

accepted by others, enjoy working with people who are friendly

and cooperative.

Achievement Need – desire to excel, drive to succeed,

willingness to assume responsibility, and concern for task

objectives

Power Need

• Personalized – desire to use power to aggrandize self and

satisfy need for esteem and status

• Socialized – receives satisfaction from using power to the

benefit of others.

Leader Emergence L e a d e r Effe c tive n e s s

Cognitive Capacities and Skills

General Intel l i genc e .25 – .52 .15 – .17

Creative/Divergent think ing c apac ities .35 .31

Probl em -s ol vi ng s k i l l s .39

Dec i s i on -m ak i ng s k i l l s .32

Personality

Extravers i on .15 – .32 .12 – .31

Cons c i enti ous nes s .19 – .33 .16 – .28

Opennes s .17 – .24 .09 – .24

Agreeabl enes s .01 – .05 .03 – .21

Neuroti c i s m -.08 – -.24 -.22 – -.24

Pos i ti ve affec ti vi ty .28 .33

Narc i s s i s m .16 .03

Integri ty .29

M otives

Dom i nanc e .17 – .37 .35

Ac hi evem ent ori entati on .28

Energy .29

Need for power .16

Proac ti vi ty .19

Am bition .05

Social Skills

Sel f -m oni tori ng .14 .19 – .21

Soc i al ac ui ty .30

c om m uni c ati ons .24 – .25

Em oti onal Regul ati on .14 – .37

Task Skills

Adm i ni s trati ve s k i l l s .17

Self-beliefs

Sel f -effi c ac y/Sel f -es teem .17 .24

Know ledge

Tec hni c al k nowl edge .19

Ohio and Michigan studies

• Ohio (Fleishman, 1969), Michigan (Katz et al., 1950s)

• Initiating structure (production-orientation). The extent
to which the leader defines and structures their own role and

subordinates’ roles. Workers viewed as a means for getting work

accomplished.

• Consideration (employee-orientation). The extent to which
the leader demonstrates trust in subordinates, respect their ideas

and shows consideration for their feelings.

Transformational Leaders

• Being a role
model, showing
respect and trust

• Encouraging
new ideas and
innovative
approaches

• Creating a positive
vision, showing
enthusiasm &
optimism, creating
meaning

• Listening to
followers’
concerns, acting
as a mentor &
coach

Leader-Follower Relationship

Through sets of social exchanges, leader develops
different types of relationship with their subordinates,
which vary from low to high quality LMX.

Low quality – follower asked to only comply with role
requirements to receive ‘standard’ benefits, low trust and
support

High quality – with trusted followers who function as
assistants, lieutenants or advisors – based on mutual
influence, trust, loyalty, affect and support

Leader vs. Leadership

Development
Leader Leadership

Capital Type Human Social

Competence

Base

Intrapersonal Interpersonal

Skills Self-awareness

•Emotional awareness

•Self-confidence

•Accurate self-image

Self-regulation

•Self-control

•Trustworthiness

•Personal responsibility

•Adaptability

Self-motivation

•Initiative

•Commitment

•Optimism

Social awareness

•Empathy

•Service orientation

•Political awareness

Social Skills

•Building bonds

•Team orientation

•Change catalyst

•Conflict management

Capabilities
Self-management

– Self-awareness

– Balance demands

– Ability to learn

– Leadership values

Social

– Relationship skills

– Team working skills

– Communication skills

– Developing others

Work Facilitation

– Management skills

– Strategic thinking

– Creativity

– Change manager

– (Van Velsor & McCauley, 2004)

What to Develop

(Mumford, Campion & Morgeson, 2007)

Leadership Stratplex

Leadership Development

Techniques

Six commonly practised ones (Day, 2000):

1. 360 degree feedback: Multi-source ratings of

performance, organised and presented to an individual

2. Coaching: Practical, goal-focused form of one-to-one

learning

3. Mentoring: Advising/developmental relationship, usually

with a senior manager

4. Networks: Connecting to others in different functions and

areas

5. Job Assignments: Providing ‘stretch’ assignments in

terms of role, function, or geography

6. Action learning: Project-based learning directed at

important business problems

Development Readiness (DR)

“the ability and motivation to attend to, make meaning of,

and appropriate new leader KSAs (knowledge, skills,

abilities, and attributes) into knowledge structures along

with concomitant changes in identity to employ those

KSAs” (Hannah & Avolio, 2010)

DR consist of 5 factors (Avolio & Hannah, 2008):

• Self-concept clarity/self-awareness

• Goal orientation and implicit theory of self

• Meta-cognitive ability

• Self –complexity

• Developmental efficacy

Training Transfer: Definition

“Training transfer generally refers to the use of trained
knowledge and skill back on the job. For transfer to occur
‘learned behaviour must be generalised to the job context
and maintained over a period of time on the job’”

(Baldwin and Ford, 1988)”

The Selection Paradigm

Job Analysis

Job description & Person specification

Identify selection criteria & choose assessment methods

Administer Selection Methods

Organisational Needs Analysis

Interpret Results & Make Decision

Evaluation & Ethics

Attract

Candidates

Bartram (2005) Competency Model

Leading & Deciding

Supporting & Co-

operating
Interacting &

Presenting

Analysing &

Interpreting

Creating &

Conceptualizing

Organising &

Executing

Adapting & Coping

Enterprising &

Performing

“Great Eight”

White paper link on Blackboard

Example of UK civil service competency framework on Blackboard

Selection Methods

Methods Popular? Predict?

• References

• CV / Bio data

• Work samples

• Job knowledge test

• Graphology

• Assessment centres

• Interviews

• General Mental Ability / IQ

• Personality

Key paper:

From: Robertson, I. T., & Smith, M. (2001). Personnel selection. Journal of occupational

and organizational psychology, 74(4), 441-472.