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Chapter 7: Leader-Member Exchange Theory
Overview
LMX Theory Description
LMX Theory Perspective
Early Studies
Later Studies
Phases in Leadership Making
How Does the LMX Approach Work?
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Definition
Leader–member exchange (LMX) theory:
conceptualizes leadership as a process
• that is centered on the interactions between a leader and
followers
Some theories focus on leaders:
trait approach, skills approach, and style approach
Other theories focus on the follower and the
context:
situational leadership, contingency theory, and path–
goal theory.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Dimensions of Leadership
LMX theory
makes the dyadic
relationship
between leaders
and followers the
focal point of the
leadership
process
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
LMX Theory Description
Perspective
Development – LMX theory first described by Dansereau,
Graen, & Haga (1975); Graen & Cashman (1975); and
Graen (1976)
Revisions – Theory has undergone a number of revisions
since its inception and continues to be of interest to
researchers
Assumption – LMX theory challenges the assumption that
leaders treat followers in a collective way, as a group.
LMX – Directed attention to the differences that might exist
between the leader and each of his/her followers
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
First studies of LMX called – Vertical
Dyad Linkage (VDL)
Focus on the vertical linkages leaders
formed with each of their followers
Leader’s relationship to a work unit
viewed as a series of vertical dyads
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Early Studies
Leader’s work
unit as a
whole was
viewed as a
series of
vertical
dyads; leader
forms unique
relationship
with each
follower
Early Studies
Researchers found two general types of linkages (or
relationships)—those based on
Expanded/negotiated role responsibilities (extra-roles)
= in-group
• Relationships marked by mutual trust, respect, liking, and
reciprocal influence
• Receive more information, influence, confidence, and
concern than out-group members
Formal employment contract (defined-roles) = out-
group
• Relationships marked by formal communication based on job
descriptions
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Early Studies
In-group/out-group status based on how well follower
works with the leader and how well the leader works with
the follower
How followers involve themselves in expanding their
role responsibilities with the leader determines whether
they become in-group or out-group participants
Becoming part of the in-group involves follower
negotiations in performing activities beyond the formal job
description
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
In-Group & Out-Group Followers
F
In-Group
– more information,
influence, confidence,
& concern from leader
– more dependable,
highly involved, &
communicative than
out-group
F
F
In-Group
Out-Group
Leader
F
F
F
F
F
F
F
F
F
F
F
Out-Group
– less compatible with
leader
– usually just come to
work, do the job, & go
home
F Follower
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Later Studies (Graen & Uhl-Bien, 1995)
Initial research primarily addressed differences between
in-groups and out-groups; later research addressed how
LMX theory was related to organizational effectiveness
Later research focus on the quality of leader–member
exchanges resulting in positive outcomes for
Leaders
Followers
Groups
Organizations in general
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Later Studies (Graen & Uhl-Bien, 1995)
Researchers found that high-quality leader–member
exchanges resulted in
Less employee turnover
More positive performance evaluations
Higher frequency of promotions
Greater organizational commitment
More desirable work assignments
Better job attitudes
More attention and support from the leader
Greater participation
Faster career progress
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Later Studies
Gerstner and Day (1997)
Ilies, Nahrang, and Morgeson
LMX consistently related to
(2007)
Meta-analysis of 51 research
studies
Positive relationship between
LMX quality and citizenship
behaviors (discretionary
employee behaviors that go
beyond the prescribed role, job
description, or reward system.
member job performance,
overall satisfaction, supervisor
satisfaction, commitment, role
conflict and clarity, turnover
intentions.
Support for psychometric
properties of LMX
Questionnaire
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Leadership Making (Graen & Uhl-Bien, 1995)
A prescriptive approach to leadership that
emphasizes that a leader should develop high-quality
exchanges with all of her or his followers, rather than
just a few.
Three phases of leadership making which develop over time:
(a) stranger phase
(b) acquaintance phase
(c) mature partnership phase
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Scripted
One Way
Low Quality
Self
Leadership Making (Graen & Uhl-Bien, 1995)
Phase 1
Stranger
Interactions within the leader-follower dyad are
generally rule bound
Rely on contractual relationships
Relate to each other within prescribed organizational
roles
Experience lower-quality exchanges
Motives of follower directed toward self-interest rather
than good of the group
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Leadership Making (Graen & Uhl-Bien, 1995)
Phase 2
Acquaintance
Begins with an “offer” by leader/follower for improved
career-oriented social exchanges
Testing period for both, assessing whether
the follower is interested in taking on new roles
leader is willing to provide new challenges
Shift in dyad from formalized interactions to new ways of
relating
Quality of exchanges improves along with greater trust &
respect
Less focus on self-interest, more on goals of the group
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Leadership Making (Graen & Uhl-Bien, 1995)
Phase 3
Mature Partnership
Marked by high-quality leader–member exchanges
Experience high degree of mutual trust, respect, and obligation toward
each other
Tested relationship and found it dependable
High degree of reciprocity between leaders and subordinates
May depend on each other for favors and special assistance
Highly developed patterns of relating that produce positive
outcomes for both themselves & the organization
Partnerships are transformational – moving beyond self-interest to
accomplish greater good of the team & organization
How Does the LMX Theory Approach Work?
Focus of LMX Theory
Strengths
Criticisms
Application
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
How Does LMX Theory Work?
LMX theory works in two ways: It describes leadership
and it prescribes leadership
In both – the central concept is the dyadic relationship
Descriptively:
It suggests that it is important to recognize the existence of in-groups &
out-groups within an organization
Significant differences in how goals are accomplished using in-groups
vs. out-groups
Relevant differences in in-group vs. out-group behaviors
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
How Does LMX Theory Work?
Prescriptively:
Best understood within the Leadership–Making Model
(Graen & Uhl-Bien, 1995)
Leader forms special relationships with all followers
Leader should offer each follower an opportunity for new
roles/responsibilities
Leader should nurture high-quality exchanges with all followers
Rather than concentrating on differences, leader focuses on ways to
build trust & respect with all followers, resulting in entire work group
becoming an in-group
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Strengths
LMX theory validates our experience of how people within
organizations relate to one another and the leader
LMX theory is the only leadership approach that makes the
dyadic relationship the centerpiece of the leadership
process
LMX theory directs our attention to the importance of
communication in leadership
Solid research foundation on how the practice of LMX
theory is related to positive organizational outcomes
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Criticisms
Inadvertently supports the development of privileged
groups in the workplace; appears unfair and
discriminatory
The basic theoretical ideas of LMX are not fully
developed
• How are high-quality leader–member exchanges created?
• What are the means to achieve building trust, respect, and
obligation? What are the guidelines?
Because of various scales and levels of analysis,
measurement of leader–member exchanges is being
questioned
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Application
Applicable to all levels of management and different types of
organizations
Directs managers to assess their leadership from a relationship
perspective
Sensitizes managers to how in-groups and out-groups develop within
their work units
Can be used to explain how CEOs strategically develop special
relationships with select individuals in upper management
Can be used to explain how individuals create leadership networks at
various levels throughout an organization
Can be applied in different types of organizations—volunteer, business,
education, and government settings
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Chapter 9: Authentic Leadership
Overview
Authentic Leadership Description
Authentic Leadership Defined
Approaches to Authentic Leadership
Practical
Theoretical
How does Authentic Leadership Theory Work?
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Authentic Leadership Description
Authentic Leadership – focuses on whether leadership is
genuine
Interest in Authentic Leadership
Increasing in recent times due to social upheavals
People longing for trustworthy leaders
Identified earlier in transformational leadership research but not
studied separately
Needed evidence-based research of construct
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Authentic Leadership Defined
Intrapersonal Definition:
Leadership based on self-concept and how self-concept relates to
actions (Shamir & Eilam, 2005)
Relies on the life story of the leader
Three Authentic Leadership Characteristics:
ALs exhibit genuine leadership
ALs lead from conviction
ALs are originals, not copies
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Authentic Leadership Defined
Interpersonal Definition:
Leadership is created by leaders and followers together
(Eagly, 2005)
It is a reciprocal process because leaders affect
followers and followers affect leaders
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Authentic Leadership Defined
Developmental Definition:
Leadership can be nurtured and developed over a lifetime (Avolio
& Gardner, 2005)
Can be triggered by major life events
Leader behavior is grounded in positive psychological qualities and
strong ethics
Four authentic leadership components:
Self-awareness
Internalized moral perspective
Balanced processing
Relational transparency
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Practical Approaches to Authentic
Leadership
Bill George (2003, 2007)
Leader characteristic model
Leaders have genuine desire to serve others
Five characteristics of authentic leaders
• Understand their purpose
• Strong values
• Trusting relationships
• Self-discipline
• Act from the heart (mission)
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Theoretical Approaches to Authentic
Leadership
Recent Research Spurred By
Leadership summit publications (2005)
Social upheaval and desire for leadership that serves the common
good
Need to explore meaning of authentic leadership and create
theoretical framework
Need to define the construct of authentic leadership
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Definition of Authentic Leadership
“A pattern that draws upon and promotes both positive
psychological capacities and a positive ethical climate, to
foster greater self-awareness, an internalized moral
perspective, balanced processing of information, and
relational transparency on the part of leaders working with
followers, fostering positive self-development.”
-Walumbwa, Avolio, Gardner, Wernsing, & Peterson, 2008
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Basic Model of Authentic Leadership
FOUR COMPONENTS
Self-awareness
Reflecting on one’s core values, identity, emotions, motives
Being aware of and trusting one’s own feelings
Internalized moral perspective
Self-regulatory process using internal moral standards to guide
behavior
Balanced processing
Ability to analyze information objectively and explore other
people’s opinions before making a decision
Relational transparency
Being open and honest in presenting one’s true self to others
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Factors That Influence Authentic
Leadership
Positive psychological capacities
Confidence
Hope
Optimism
Resilience
Moral Reasoning Capacities
Deciding right and wrong
Promoting justice, greater good of the organization or community
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Factors That Influence Authentic
Leadership
Critical Life Events
– Positive or negative
Act as a catalyst for change
People attach insights to their life experiences
When people tell life stories they gain clarity about who they are
Stimulate personal growth
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
How Does Authentic Leadership Theory
Work?
Strengths
Criticisms
Application
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
How Does Authentic Leadership Theory
Work?
AL is a complex, developmental process
The practical approaches are prescriptive:
George (2003) – Five characteristics leaders need to
be authentic
Theoretical approach describes what accounts for AL:
Four attributes
Attributes developed over lifetime, often through
critical events
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Strengths
Fulfills society’s expressed need for trustworthy leadership.
Fills a void in an uncertain world.
Provides broad guidelines for those who want to become
authentic leaders. Both practical and theoretical
approaches provide a map.
Like transformational and servant leadership, AL has an
explicit moral dimension.
Unlike traits that only some people exhibit, everyone can
learn to be more authentic.
Can be measured using an established instrument (ALQ).
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Criticisms
The theory is still in the formative stages, so some
concepts in the practical approaches are not fully
developed or substantiated.
The moral component of AL is not fully explained. It’s
unclear how higher values such as justice inform
authentic leadership.
The rationale for including positive psychological
capacities as a part of AL has not been clearly explained
by researchers.
The link between authentic leadership and positive
organizational outcomes is unclear. It is also not clear
whether AL is sufficient to achieve organizational goals.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Application
People have the capacity to become authentic leaders.
It is a lifelong learning process.
Human resource departments may be able to foster
authentic leadership behaviors in employees who move
into leadership positions.
Leaders are always trying to do the “right” thing, to be
honest with themselves and others, and to work for the
common good.
Leaders are shaped by critical life events that lead to
growth and greater authenticity.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Chapter 14: Gender and Leadership
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
Description (1 of 4)
• Women have proven leadership skills.
• Remain underrepresented in elite
leadership.
• Does gender affect leadership style?
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Description (2 of 4)
The Glass Ceiling Turned Labyrinth:
Evidence of the Leadership Labyrinth.
• Glass ceiling.
• Glass escalator.
• Labyrinth may be better analogy.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Description (3 of 4)
The Glass Ceiling Turned Labyrinth:
Understanding the Labyrinth (1 of 2).
• Lower employment continuity.
• Uneven distribution of household labor.
• Antiquated workplace norms.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Description (4 of 4)
The Glass Ceiling Turned Labyrinth:
Understanding the Labyrinth (2 of 2).
• “Mommy track” position.
• Fewer developmental opportunities.
• “Glass cliff” roles.
• Main differences: prejudice and
responsibility.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Gender Differences in Leadership
Styles and Effectiveness (1 of 8)
• Perceived dichotomy.
• Gender.
• Effectiveness of gendered styles.
• Women more democratic, participative.
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Gender Differences in Leadership
Styles and Effectiveness (2 of 8)
• Women typically more transformational.
• More contingent reward behaviors.
• Devaluation of female leaders.
• Differing leadership values.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Gender Differences in Leadership
Styles and Effectiveness (3 of 8)
• Men and women equally effective.
• There are gendered leadership styles.
• Women seen as better leaders.
• ”Business case” for increased
representation.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Gender Differences in Leadership
Styles and Effectiveness (4 of 8)
• Presumed commitment differences.
• Women discouraged from self-promotion.
• Pursue informal leadership more often.
• Small leadership differences overall.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Gender Differences in Leadership
Styles and Effectiveness (5 of 8)
• “Women take care, men take charge.”
• Stereotypes activate automatically.
• Women of color more threatened.
• Agentic vs. communal characteristics.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Gender Differences in Leadership
Styles and Effectiveness (6 of 8)
• Less favorable attitudes toward women.
• Unstructured selection processes.
• Tokenization, scrutiny, and combined
threats.
• Intersectionality movement.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Gender Differences in Leadership
Styles and Effectiveness (7 of 8)
Navigating the Labyrinth (1 of 2).
• Women becoming more successful.
• Structural role redefinition.
• Restructuring gendered negotiation
processes.
• Women-led independent businesses.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Gender Differences in Leadership
Styles and Effectiveness (8 of 8)
Navigating the Labyrinth (2 of 2).
• Incongruity of gender roles.
• Increasing elite leadership roles:
– Changing norms and stereotypes.
– Improving representation.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Strengths (1 of 2)
• Strength in diversity.
• Shift toward androgynous leadership.
• Best practices, not gender-appropriate
ones.
• Dispel gender myths.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Strengths (2 of 2)
• Understanding inequality to combat it.
• Integrated approaches most effective.
• Organizational benefits of equality.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Criticisms (1 of 2)
• Topic could be generalized.
• Little minority research.
• Intersectional research particularly sparse.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Criticisms (2 of 2)
• Highly Westernized research context.
– Not generalizable.
• Future research must be cross-cultural.
• Improving domestic equality is key.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Application (1 of 3)
• Evidence gender gap is closing.
• Understanding gendered obstacles.
• Changes must be multi-level.
• Awareness is key.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Application (2 of 3)
• Women may adopt compensatory
behaviors.
– Individualized consideration.
– Inspirational motivation.
– Effective negotiations.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Application (3 of 3)
• Macro-organizational and societal
changes:
– Improved organizational culture.
– Improving mentor and career opportunities.
– Structural and domestic changes.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Chapter 16: Team Leadership
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
Description (1 of 19)
• Work teams increasingly prevalent.
• Composition of teams.
• Areas of study.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Description (2 of 19)
• Struggles of virtual teams.
• Desirable team outcomes.
• Disadvantages of traditional authority
structure.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Description (3 of 19)
• Study of team leadership is
process oriented.
• Shared or distributed leadership.
– Shared leadership risks and benefits.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Description (4 of 19)
Team Leadership Model (1 of 2).
• Hill Model for Team Leadership.
– Progression of leader actions.
• Skills of effective team leaders.
• Achieving effective team performance.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Description (5 of 19)
Team Leadership Model (2 of 2).
• Characteristics of good team leaders.
• Special leader responsibilities.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Description (6 of 19)
Team Leadership Model: Team Effectiveness
(1 of 5).
• Performance.
• Development.
• Achieving team objectives.
• Standards of effectiveness.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Description (7 of 19)
Team Leadership Model: Team Effectiveness
(2 of 5).
• Six enabling conditions.
• Assess team against indicators.
• Clear, elevating goal.
• Results-driven structure.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Description (8 of 19)
Team Leadership Model: Team Effectiveness
(3 of 5).
• Competent team members.
• Unified commitment.
• Collaborative climate.
• Standards of excellence.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Description (9 of 19)
Team Leadership Model: Team Effectiveness
(4 of 5).
• External support and recognition.
• Principled leadership.
• Committed leaders allow autonomy.
• Leaders reduce or enhance effectiveness.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Description (10 of 19)
Team Leadership Model: Team Effectiveness
(5 of 5).
• Characteristics used to evaluate team
health.
• Team leaders need to use tools.
• Importance of past leadership decisions.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Description (11 of 19)
Team Leadership Model: Leadership Decisions
(1 of 6).
• Leadership Decision 1.
• Developing an accurate mental model.
• Seek out and utilize information.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Description (12 of 19)
Team Leadership Model: Leadership Decisions
(2 of 6).
• All members engage in monitoring.
• Working in concert.
• Facilitating teamwork.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Description (13 of 19)
Team Leadership Model: Leadership Decisions
(3 of 6).
• “Hasty to act” leaders.
• “Slow to act” leaders.
• Three phases of group life.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Description (14 of 19)
Team Leadership Model: Leadership Decisions
(4 of 6).
• Leadership Decision 2.
• Task and relational functions.
• Building team relationships.
• Virtual team leadership.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Description (15 of 19)
Team Leadership Model: Leadership Decisions
(5 of 6).
• Leadership Decision 3.
• Internal relational action and task intervention.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Description (16 of 19)
Team Leadership Model: Leadership Decisions
(6 of 6).
• Research focus on real-life teams.
• Balance of internal tasks and relational needs.
• External orientation.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Description (17 of 19)
Team Leadership Model: Leadership Actions (1 of 3).
• Importance of leader assessment.
• Appropriate function or skill.
• Knowledge of group dynamics.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Description (18 of 19)
Team Leadership Model: Leadership Actions (2 of 3).
• Recognize and interpret obstacles.
• Internal task leadership actions.
• Internal relational leadership actions.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Description (19 of 19)
Team Leadership Model: Leadership Actions (3 of 3).
• External environmental leadership actions.
• Importance of openness and objectivity.
• Meet needs of team.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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How Does the Team Leadership
Model Work?
• Helps teams make decisions.
• Engages in leader mediation.
• Helps improve functioning.
• Reflects task and relational leadership.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Strengths
• Real-life focus.
• Provides guidelines.
• Accounts for changing roles.
• Helps in team leader and
member selection.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Criticisms
• Incomplete skill list.
• Application to shared leadership
situations.
• Testing methods not fully refined.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Application
• Useful in leader decision-making.
• Assessment tools available.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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