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Leadership, Sustainability and Governance 11 September 2013
Lecture 4:
Leadership - The leader as a person
Marius van Dijke RSM Erasmus University mvandijke@rsm.nl
LEADERSHIP THEME Theme Level of analysis The leader as a person Micro (intra- / interpersonal) Team leadership Micro / Meso Organizational leadership Micro / Meso
TODAYS LEARNING FOCUS What is leadership and why is it relevant for sustainability?
General leader dispositions: intelligence and the Big Five. Specific leader dispositions.
Learning goal: Name and discuss leader characteristics that contribute to effective and sustainable organizations 4
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December 13th 2010 Beyond disciplining managers
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WHAT IS LEADERSHIP?
LEADERSHIP DEFINITION
A process whereby an individual influences a group of individuals to achieve a common goal. 7
LEADERSHIP AND COMMONS DILEMMA
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LEADERSHIP A process whereby an individual influences a group of individuals to achieve a common goal.
Definition says nothing about how influence process works. Thats the topic of the following three lectures.
Leadership effectiveness ultimately measured as achievement of common goal. Not whether leader looks charismatice or has a great career.
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December 13th 2010 Beyond disciplining managers
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DISPOSITIONAL PERSPECTIVE
DISPOSITIONAL PERSPECTIVE
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SOLVING PROBLEMS WITH DISPOSITIONAL PERSPECTIVE (ZACCARO, 2007) Better theory
Better measures
Better methods
Better statistics
Emerging consensus: Leaders DO possess qualities that set them apart from other people. 12
WHY DO SOME HIGHLY INTELLIGENT LEADERS FAIL MISERABLY? Experience - Stress
When stress is high, people fall back on experience. When unexperienced, high intelligence is of little help. When experienced, even low intelligence may not be big problem.
Implication: Monitor and regulate stress. 14
DISPOSITIONAL PERSPECTIVE: TIPI I see myself as (1 = disagree strongly; 7 = agree strongly):
The demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers through two-way communication, reinforcement, and decision-making (Brown et al., 2005, p. 120). 24
DOES PERSONALITY INFLUENCE UNETHICAL LEADERSHIP? (JOOSTEN, VAN HIEL, VAN DIJKE, & DE CREMER). http://www.youtube.com/watch?v=LwV47ka5W1E
Abusive supervision: Subordinatesperceptions of the extent to which their supervisors engage in the sustained display of hostile verbal and non-verbal behaviors, excluding physical contact (Tepper, 2000, p. 178).
Big issue: 10% of employees experience AS; 30% has experienced it. 26
DOES PERSONALITY INFLUENCE UNETHICAL LEADERSHIP? (JOOSTEN, VAN HIEL, VAN DIJKE, & DE CREMER). 27 Leader neuroticism Abusive supervision Employee deviance
A TEST.. This is the story of a young girl. At the funeral of her mother, she met a young man she did not know. He is fantastic, the man of her dreams However, she was never asked a name or phone number
A few days later, the girl killed her own sister.
Question: for which reason did she kill her sister?
HOW ABOUT MORE PATHOLOGICAL DIMENSIONS?
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December 13th 2010 Beyond disciplining managers
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SO WHAT ABOUT NARCISSM?
NARCISSISM SCALE (RASKIN & TERRY, 1988)
31 I see myself as a good leader. I rarely depend on anyone else to get things done. I like to be complimented. I will be a success. I insist upon getting the respect that is due me. I am more capable than other people. I can read people like a book. I think I am a special person. I like to be the center of attention. I like to start new fads and fashions. I always know what I am doing. Modesty doesnt become me. I can live my life in any way I want to. I have a natural talent for influencing people. I am going to be a great person. I like to display my body.
I am an extraordinary person.
Everybody likes to hear my stories.
I find it easy to manipulate people.
I like to look at myself in the mirror.
NARCISSISM AND LEADERSHIP
Narcissism: An inflated self-view and at the same time preoccupied with having those self-views continuously reinforced.
Narcissist higher leadership ratings, emerge as group leaders.
It is probably not an exaggeration to state that if individuals with signicant narcissistic characteristics were stripped from the ranks of public gures, the ranks would be perilously thinned. (Post, 1993, p.99)
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NARCISSISM, LEADERSHIP AND THE BIG FIVE (PAULHUS & WILLIAMS, 2002)
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NARCISSISM AND PERFORMANCE FLUCTUATION (CHATTERJEE & HAMBRICK, 2007). Prominence CEO photograph in annual report.
CEO prominence in press releases.
CEO use of first-person singular pronouns in interviews.
CEO Compensation relative to second-highest-paid executive. 34
NARCISSISM AND PERFORMANCE FLUCTUATION (CHATTERJEE & HAMBRICK, 2007).
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NARCISSISM AND PERFORMANCE FLUCTUATION (CHATTERJEE & HAMBRICK, 2007).
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NARCISSISM AND IMPROVED PERFORMANCE (NEVICKA ET AL., 2011). 37
NARCISSISM AND IMPROVED PERFORMANCE (NEVICKA ET AL., 2011). 38
NARCISSISM AND DECREASED PERFORMANCE (NEVICKA ET AL., 2011).
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NARCISSISM AND PERCEIVED LEADER EFFECTIVENESS (NEVICKA ET AL., 2011). 40 Leader narcissism Higher authority perceptions Higher leader effectiveness
NARCISSISM AND OBJECTIVE PERFORMANCE (NEVICKA ET AL., 2011). 41 Leader narcissism Reduced information exchange Reduced team performance
LOOKING BACK AT DISPOSITIONAL PERSPECTIVE ON LEADERSHIP Leadership = focusing followers on collective goals.
Intelligence and personality predict leader effectiveness. General (i.e., big five) and specific dimensions (e.g., narcisism) are relevant.
Support correlational.
Leader effectiveness depends on situation.
Bad apples can spoil the barrel! (And good apples can improve the barrel!) 42
LITERATURE FOR NEXT WEEK Northouse, P. G. (2012). Leadership. Chapter 8 (Leader-Member Exchange theory).
Northouse, P. G. (2012). Leadership. Chapter 9 (Transformational leadership).
Northouse, P. G. (2012). Leadership. Chapter 11 (Team leadership). 43
EXAMPLE MC QUESTION What does the Commons dilemma refer to?
a) When it is nearly impossible for leaders to focus individuals on the common goal because self-interest conflicts with collective interest.
b) When effective and sustainable leadership are in conflict with each other.
c) When it seems profitable to focus on short-term self-interest, but this focus results in everyone being worse off.
d) When perceived leadership effectiveness conflicts with contributions to the common goal. 44