Module 4 "New leadership approaches"

1.- Implicit leadership 2.-Leader-member exchange LMX 3.-Empowering leadership 4.-Ambidextrous leadership

1.- Focuses on employees perspective, its comparison of employees implicit expectations of leader and leader actual behavior. 2.- Extent to which a leader should adapt her own behavior to the expectations of the employees

perceived leadership

standard of comparison with regard to a leader

1.- Perceived leadership (actual state): ability, results or behavior of leadership 2.-Standard of comparison (target state): benchmark with which the employees compare the actually perceived leadership 3.-Comparison: central variable 4.-Result: match or negative deviation

The implicit expectations of employee on leader are equal to the actual behavior of the leader and this results in a high acceptance of the leader :)

The implicit expectations of employee on leader are not equal / no match with the actual behavior from leader and this results on a low acceptance on leader :(

Culturally endorsed implicit leadership, says that leaders and employees have different cultural backgrounds and different cultures have different ideas about leadership that are based on: ▪ Values▪ Norms▪ Organizational practices▪ Strategic framework conditions in the company

1.- charismatic leadership: based on personal dispositions of leader that lead to strong identification of employees with leader's values and goals 2.-team-oriented leadership: degree of people integration 3.-self-protective leadership: leader pursues his own interests 4.-participative leadership: leader involves employees in decision making processes 5.-humane: leader is loyal to employees 6.-autonomous: leader doesnt share responsibility with employees, takes independent decisions

The only two styles of leadership that were stable among different countries are: charismatic and team-oriented. the culture doesnt affect them

*theory doesnt consider when the leader exceeds the expectations of employee *leader needs high flexibility *authenticity of leader could be lost due to too much adaptation *difficult to draw systematic conclusions for managers based on the findings

1.- Can be used in the area of analysis of expectations: Activities are --> exchange of knowledge from experienced leaders, observation of other leaders in the same cultural context, surveys on employees expectations Instruments --> surveys, staff meetings, forums of knowledge exchange

2.-Use in the area of management of expectations Activities are --> leader presents goals and restrictions, role reversion Instruments --> leading through goals and reverse mentoring

3.-Use in the area of adaptation of leader activities Activities are --> knowledge of the country culture, orientation of leadership behavior to country specifications, imitation of leader behavior from the specific culture Instruments --> attend to intercultural workshops, work on case studies on intercultural leadership, exchange with members of the specific culture the do's and dont's

Success of leadership depends not only on the leader or follower but on their relationship. Both are in social exchange in which different types of resources are shared

1.-In group: relationship is high quality, employees receive special status and tasks, high level of trust 2.-Middle group: quality is medium and with the time it can either turn to in group or out group 3.-Out group: quality is low, no real personal attachment between leader and member, everything is really formal. normally is a the beginning of the work relationship

1- Leader 2.-follower 3.-bilateral relationship *It takes both parties for the relationship to grow and develop and it takes time

1.- Stranger: roles are scripted, interaction comes from leader, low quality of relationship, both protect their own interests 2.-Acquaintance: roles are tested, interaction comes from both, medium quality relationship, both start to worry about the interests of each other 3.-Partnership: roles are negotiated, high quality of relationship, interaction is reciprocal, both see interests as a group

Pros: *dynamic interaction is considered *quality of relationship is considered

Cons: *empirical results are hard to compare because of the use of different measurements *difficult to derive practical implications *difficult to derive concrete recommendations *difficult to assess the relationship quality of the leader - member

Leadership is practiced from within, the leader gives power to the employees by supporting the development of self- leadership skills

*Leader gives opportunities to think and listen to ideas *teamwork is important because leader is not the center of power of the team *self-development of team members is required *participative goal setting

Type of leadership that shows employees have more satisfaction and perform higher as with classical approaches

Is suitable in spatial distances

Ability of employees to lead themselves

Classical: *goal is behavioral influence on employees *mechanism is remote control by leader *behavior is based on instructions, rewards, targets *reactions of employee are fear or calculative obedience *emotional commitment to vision of leader

Empowering: *goal is self-control of employees *mechanism is self-guidance through employees *behavior is based on promotion of self-leadership culture, positive self-leadership, autonomy of employee *reactions of employee are entrepreneurial thinking and action *commitment to own tasks and goals

1.- Introduction of self-leadership 2.-Living the example of self-leadership in comparison to employees 3.-Employees set their own goals 4.-Leader creates a positive thought towards leadership 5.-Rewarding self leadership and employees 6.-Establish a culture that supports self-leadership

Achieving self-motivation and self-control of the employees in terms of the company goals

goal is to strengthen the skills of self-leadership from employees

Target-oriented alignment of the behavior of the employees

goal is to establish positive and constructive ways of thinking of employees

goal is Strengthening the self-leadership activities of the employees

promoting communication and coordinating the activities of employees

Creation of an orientation framework for behavioral patterns lived in the area of responsibility of the leader

1 Organisational level increase of Affective commitment ▪ Innovativeness▪ The more is implemented the more helpful

2team level increase of Effectiveness▪ Productivity▪ Self-efficacy▪ Knowledge exchange ▪ Performance

3individual level Performance▪ Job satisfaction▪ Self-efficacy▪ Self determination ▪ Intrinsic motivation ▪ Creativity

It can be measured by observing the behaviors related to the following dimensions 1.- Encourage self-reward 2.-encourage team work 3.-participative goal setting 4.-encourage independent action 5.-encourage opportunity thinking 6.-encourage self-development

Type of leadership that combines opposing but complementary styles of leadership to achieve: 1 goal of continuously innovative work behaviours of employees 2 goal of fulfilment daily business tasks *It can only be achieved by doing several types of leadership in parallel depending on the task *the positive effects of one style may offset the negative effects of another

different leadership styles can compensate each other leaders use different behaviors depending on different innovation requirements

Generate explorative and exploitative behavior from employees

ensure continuous Innovative potential of employees, future-oriented innovations (opening behavior)

manage daily business tasks and run productivity (closing behavior)

Leads to creativity and variability of employees behavior

Ensure conformity of employee behavior, ideas are collected and brought into structure

1 emotional intelligence 2integrative thinking 3ability to anticipate 4temporary flexibility

*leaders must be able to decide correctly when the respective behaviors are promising *no systematic process model for prediction of suitable leader behavior

*willingness to take risks *experiment with new ideas *failure culture *autonomy and freedom

*Establish routines *attention to task fulfilment *stick to plans *sanction errors