Leadership

• Great Man Theories: 1950, Looking at historical figures or people in our environment that have certain qualities that made them great leaders, z.B attributing better leadership qualities to taller people, from a today point of view: only 30% are inert, so the theory doesn’t really make sense
• Behavioral theories: 1960, What behavior makes a successful leader, found the following two structures: initiating structure (task focused) and consideration (people focused)
• Situational theories: 1970, there is not one right way to lead, you need to consider WHO you’re leading, depending on the situation the leading needs to be different
• New leadership school: 1980, previews theories were rather rational, the new school it’s important to be transactional (rewards and punishment of people) and emotional (z.B painting a nice picture of the future, appeal to people’s emotions, needs charisma)

• Virtual Leadership: How to lead people that work remotely
• Shared Leadership: More than one person that leads
• Leader-Member-Exchange: Leadership based on relations (with followers) and how to manage these relations, not only the relationship you, important z.b for organizational ambidexterity (refers to the ability of an organization to both explore and exploit—to compete in mature technologies and markets where efficiency, control, and incremental improvement are prized and to also compete in new technologies and markets where flexibility, autonomy, and experimentation are needed.)

--> The theories are somehow also connected, z.B New leadership school & Leader-Member-Exchange

Leadership research has gone through varying phases of development, each of which has focused on a different factor as the key reason for leadership success

• Max. human resource, exploit efficient approaches e.g. for manufacturing
• Explore new ways for the future

(Even traditional org. need to adapt)

Is the ability to carry out accurate reasoning about emotions and the ability to use emotions and emotional knowledge to enhance thought

--> there are different definitions in science as well as in practice

1. Perceiving and expressing emotions (Erkennen eigener Emotionen + anderer)
2. Using emotions (Einfluss Emotionen auf kognitive Prozesse verstehen und damit lenken)
3. Understanding emotions (Zusammenhang events und folgende Emotionen verstehen sowie die Kombination mehrerer Emotionen zusammen einschätzen)
4. Regulating emotions (Emotionsregulierungsstrategien verstehen und umsetzen)

• Emotional intelligence is a very important ability in a wide range of life and work domains, because it…
  • Predicts academic success
  • Is positively correlated with entrepreneurship success
  • Is positively associated with job performance
  • Is correlated with higher job satisfaction, higher organizational commitment and lower turnover rates
  • Is a significant predictor of both subjective and objective health

The Emotional Intelligence of leaders predicts:

• Leadership emergence during project work
• The ability to lead transformational
• Leadership effectiveness
• Product innovation

• Higher hierarchy level tends to have lower EI
• Self-Awareness = the fundamental component for holistic EI: to build EI you need to start with self-awareness and learn to understand your own emotions, after that comes social awareness and you need to understand others, here it is important to know that there can be huge cultural differences, then comes self management, learn to control your emotions and as a last step: relationship management

Are the negative effects of leaders who can’t feel and read the emotions of others

= the difficulty people have with identifying their own feelings, differentiating emotions, distinguishing the difference between various emotions, and expressing their feelings verbally

• The interrelated facets of Alexithymia: Difficulty identifying and describing feelings, externally oriented thinking
• Negative Effects of Leaders with Alexithymia:
  • Weaker relationships with employees
  • Lower level in processing emotions
  • Reduction of organizational culture, creativity and innovative spirit of employees
  • High chances of being (falsely) labeled as an ineffective leader
  • Positive correlation to depression and emotional exhaustion

A study found that comparing to 2017 in 2021 (rot) leaders had decreasing self-doubt but also less motivation

Emotional Intelligence can be trained, Trainings have:

• A moderately positive effect on EI which confirms that EI can be developed via training
• A significant and persistent long-term effect
• Primarily improve the ability to perceive and regulate emotions
• Are influenced by the quality of the intervention, the used techniques and the competencies of the coach

Identification of leader's behaviours, traits and skills and conditions in which there emerge

Leader-follower relationship:

1) Follower perceives the leaders’ beliefs as correct

2) Feelings of affection and emotional involvement

3) Impression of contribution to the success of the mission

• Need for power --> want to influence others
• High self-confidence
• Conviction in own beliefs and ideals --> they know where they want to go

1. Articulating an appealing vision (Goal: concrete; Vision: vivid picture of state we want to achieve / picture of a desirable future)
2. Strong and expressive communication form
3. Risk taking and self-sacrifices
4. High expectations
5. Optimism and confidence in followers --> make the people belive that they can achieve the vision
6. Modeling consistend behaviours with the vision
7. Managing follower impressions
8. Group identification ("we" rather than "I")
9. Empowering followers

Goal vs. Vision: Goal is concrete, while the vision is a more vivid picture of a situation we want to achieve, a vision provides a picture of a desirable future, z.B Greener future, they’re not only talking about numbers but appeal to emotions, vision: they often include personal experiences to be more authentic

Attribution Theory

• Followers’ attribution of leaders’ charisma --> the followers “decide” whether a leader is charismatic
• The Attribution theory assumes that Charisma is attributional leadership

Charisma is attributed to leaders who:

• Dissociate the status quo (within an acceptable latitude)
• Act unconventionally
• Take self-sacrifices
• Show concern about followers
• Think morally justified
• Have long-term goals
• Enhance trust
• Keep track of shared objectives
• Are innovative
• Are sensitive to needs and values of followers

Effects of Charismatic leadership: personal Identification, Results in imitation of leader’s behavior, extra effort to satisfy the leader, proud to be part of the group, Strengthening shared values, beliefs and norms

• Four Steps Action Training for Charisma:

1. Develop an action-oriented mental mode: Form a vision that is short, consists of long-term oriented goals, has an emotional appeal, creates an image of what needs to be achieved
2. a) Learn paralinguistic aspects of an inspiring speech: using gestures, variation of speed and loudness, orientation (learning towards audience), eye contact

b) Learn content aspects of an inspiring speech: repeated description of the vision, use of metaphors and images, increase of group self-efficacy, positive emotional appeal, value orientation, we-sentences instead of I-You-sentences

1. Learning by doing: role-play prepared speech in front of a group, tightens cognition-action-relationship, safe environment to make errors, adapts declarative to procedural knowledge, provides task feedback (self-generated)
2. Trainer feedback: positive and negative, not only explaining what should be altered but also why (Effect?), at the beginning more detailed, later more as a summary

--> The charisma of leaders can be increased by up to 60% through training of so-called Charismatic Leadership Tactics (CLTs): is based on 3 dimensions

• Using captivating and engaging voice tone
• Pacing and sitting
• Leaning forward
• Direct eye contact
• Animate facial expressions

Characteristics: 

• Short
• Long-term oriented goals
• emotional appeal
• Creates image of what needs to be achieved

• Using gestures
• Variation of speed and loudness
• Orientation (learning towards audience)
• Eye contact 

• Repeated description of vision
• Use of methaphors and images
• Increase of group self-efficacy (Steigerung des Vertrauens einer Gruppe, bestimmte Fähigkeiten auch in Extremsituationen erfolgreich umsetzen zu können)
• Positive emotional appeal
• Value orientation
• "We" instead of "I"

• Tighten cognition-action relationship
• Safe environment to make errors
• Adapt declarative to procedural knowledge
• Provides task feedback (self-generated)

• Positive and negative
• Explaining what should be altered and WHY
• More detailed in beginning, later--> summary

Charismatic Leadership Tactics (CLTs)

1. Frame

• Metaphor / stories
• Contrasts
• Rhetorical questions
• Lists and repetitions

2. Substance

• Moral conviction
• Sentiments of collective
• Ambitious goals
• Confidence in goals

3. Delivery

• Animated and passionate delivery of presentation
• Use of gestures

• Negative Consequences: The dark side of charisma 
  • Adoration inhibits criticism
  • Delusion of leader infallibility
  • Eventual leadership crisis due to an inhibited development of successors
  • Can cause unethical pro-organizational behavior
• Positive Consequences: Creation of…
  • an “achievement-driven culture”
  • a “high-performance team”
  • a “hands-on, value-driven organization”

• Charisma might lead to unethical and destructive leadership behavior:
  • The strategic vision reflects the needs of the leader rather than those of the followers
  • Communication skills are used for exaggerated self-descriptions and to gain commitment to the vision by restricting negative and maximizing positive information
  • Poor management of followers, unconventional behavior that alienates followers, and an autocratic management style
  • Facets of narcissism tend to be positively related to charisma

• Traditional theories (attribution and self-concept) rely mostly on a rational-cognitive aspect of leader-follower interaction
• Charisma is not defined independent of its effects
• Lack of specification of underlying influential processes
• Still leader-centered!

An individual who blends extreme personal humility with intense professional will

Self-effacing (modest/ not claiming attention for oneself), quiet, reserved, even shy) 

Humility + Will = Level 5

Pyramid: 

(Lower level to higher level)

• Highly capable individual
• Contributiong Team Member
• Competent Manager
• Effective Leader --> Catalyzes commitment to and pursuit of a clear and compelling vision, stimulating higher performance standards.
• Level 5 Executive
  • Builds enduring greatness through a paradoxical blend of personal humility and professional will

• Create great results (clear catalyst in transition from good to great
• Demonstrate resolve (Entschlossenheit) to do what must be done to produce the best long-term results
• Set standards of building an enduring great company --> not settling for less
• Attributes responsibility fo poor results to him / herself, never blaming other people/ external factors / bad luck