Theories of Leadership (continued)
- Transactional (ordinary) Leadership
based on an "exchange
relationship whereby follower compliance -- effort, productivity,
loyalty -- is exchanged for expected rewards, such as wages and
prestige."
- reactive: leader reacts to actions
of subordinate (Micha and Eliav, 1994)
- Behavior doesn't empower followers,
but just influences behavior by reducing resistance to organizational
goals, implementing decisions, substituting goals.
- may be lower-order transactions
(such as special benefits and pay), or high-order (intangibles
such as respect and trust).
- 3 dimensions (Den hartog, VanMuijen,
and Koopman, 1997)
- contingent reward: provide adequate
exchange of values resources for support
- active management by exception:
leader actively monitors performance to spot problems, takes
corrective actions when needed
- passive management by exception:
takes corrective action only when problems are serious
- Laissez-faire leadership:
not really leadership at all.
- manager incapable of getting
involved: not motivated or skilled enough to perform responsibilities
, avoids involvement or confrontation, keeping personal interactions
minimal (DenHartog, VanMuijen, and Koopman, 1997).
 What
is Good Leadership?
- ethics
success often depends
on leader's ethics: high ethics motivate workers, lower turnover,
higher effectiveness, more employee satisfaction "The personal
values of top leaders, powered by their authority. set the ethical
tone of an organization. Failure by top leaders to identify key
organizational values, to convey those values by personal example,
and to reinforce them by establishing appropriate organizational
polices, demonstrates a lack of ethical leadership on their part
that fosters an unethical organizational culture." -- (Sims
and Brinkmann, 2002)
Must have integrity, follow those ethical standards.
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