Leadership
What do leaders do?

Task leadership:
–
–

Focus on group’s work & accomplishing goals
To help group achieve its goals, initiate structure, define
responsibilities, set standards & objectives, develop SOPs,
give evaluative feedback, establish & use external
communication networks
Relational leadership
–
–
Focus on interpersonal relationship within group
To increase socio-emotional satisfaction & teamwork in
group, boost morale, give support & encouragement,
reduces conflict, establish rapport, show concern &
consideration for group & members, provide a compelling
vision of the future
2
What do leaders do?
4
Types of leadership behaviors

Person focused
–
–
–
–

Transformation: Sets vision through meaningful and creative
exchange with subordinates
Consideration: maintaining close social relationships and group
cohesion
Empowerment: development of followers’ self-management or
self-leadership skills
Motivation: Encouraging followers to exert effort
Task focused
–
–
–
Transactional: Rewarding & punishing
Initiating structure: Minimization of role ambiguity and conflict by
letting people know what to do (directive)
Boundary spanning: Getting information & resources by
connecting outside the group
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Classifying leadership behaviors
Task
Relationship
Change
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•Yukl,
G., Gordon, A., & Taber, T. (2002). A hierarchical taxonomy of
leadership behavior: Integrating a half century of behavior research.
Journal of Leadership & Organizational Studies, 9(1), 15-32.
Two types of leadership
Transformational

Charisma
Transactional

–
–
goes beyond self-interest
– expresses confidence
– talks of values
– emphasizes the collective mission

Intellectual Stimulation
clarifies rewards
– assists based on effort
– rewards your achievement
– recognizes your achievement

–
re-examines assumptions
– seeks different views
– suggests new ways
– suggests different angles

Individualized Consideration
–
individualizes attention
– focuses on your strengths
– teaches and coaches
– rewards your achievement
Contingent Reward
MBA-Active
–
focuses on your mistakes
– puts out fires
– tracks your mistakes
– concentrates on failures

MBA-Passive/Avoidant
–
–
–
–
–
if not broke, don't fix
reacts to problems, if chronic
avoids involvement
avoids deciding
delays responding
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Leadership styles & outcomes (I)

Both Transformational Leadership & Contingent
–
strongly rewards associated with better affective outcomes
– Moderately to weakly associated with group performance groups
•Judge, T. A.,
& Piccolo, R. F. (2004). Transformational and transactional leadership: a metaanalytic test of their relative validity. Journal of Applied Psychology, 89(5), 755.
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Leadership styles & outcomes (II)


Active Management by Exception moderately to weakly
associated with better affective & group performance groups
Passive MBE & Laissez-fare associated with worse affective &
group performance groups
Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: a metaanalytic test of their relative validity. Journal of Applied Psychology, 89(5), 755.
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A more elaborate model
Burke, et al . (2006). What type of leadership behaviors are functional in teams? A
meta-analysis. The Leadership Quarterly, 17(3), 288-307.
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Do these leadership behaviors
work?

Burke et all meta-analysis
–
Meta-analysis = quantitative literature review,
estimating effect size of relationships or difference
Relationship
Task-oriented behaviors
Task-focused leadership—perceived team effectiveness
Task-focused leadership—team productivity/quantity
Person-oriented behaviors
Person-focused leadership—perceived team effectiveness
Person-focused leadership—team productivity/quantity
Person-focused leadership—team learning
N effect
N studies sizes
N
teams
mean r
95% CI
.333
.258–.404
19
25
1655
.203
.082–.317
5
6
271
.360
.284
.560
.301–.416
.233–.332
.338–.723
37
12
3
55
24
3
3139
1396
200
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Coach P

What kind of leader?
 Was it effective?
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Does trust in team or leader influence
team performance?


30 NCAA basketball teams. 375 surveys
Trust in coach scale
–
–
–
–
–
–
–
–
Most team members trust and respect the coach. (. 93)
I can talk freely to the coach about difficulties I am having on the team and
know that he will want to listen. (. 84)
If I shared my problems with the coach, I know he would respond
constructively and caringly. (.90)
I have a sharing relationship with the coach. I can freely share my ideas,
feelings, and hopes with him. (. 86)
I would feel a sense of loss if the coach left to take a job elsewhere. (. 96)
The coach approaches his job with professionalism and dedication. (. 87)
Given the coach's past performance, I see no reason to doubt his
competence. (. 87)
…
Dirks, K. T. (2000). Trust in leadership and team performance: Evidence
from NCAA basketball. Journal of applied psychology, 85(6), 1004.
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Good leaders make a difference
.44 reduced
.44 to .20
Prior team
performance
.61
Trust in
coach
Player
talent
Trust in
players
.44
Future team
performance
.41
-.07
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Much of leadership is influence

Gathering information
 Making decisions
 Allocating resources
 Convincing others to carry out the decisions
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Leadership as influence
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Forsyth, D. (2010). Group dynamics (5th ed.).
Belmont, CA: Wadsworth Pub Co.
Leadership as role vs behavior

Saw behavior patterns that
leaders/managers do
 Correlational evidence that both taskoriented & personal-oriented behaviors
improve group functioning
 Can think of leadership as the behaviors that
are typical of leaders. They don’t have to be
done by a formal leader!
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Vertical vs Shared Leadership

If leadership is influence, then it can be exercised by
more than a single, formal leader in a group
–
–

Many groups (e.g., self-managed teams) don’t have a
formal leader
Even in groups with formal leaders, much of the leadership
is shared
Shared leadership = dynamic, interactive influence
process among individuals in groups to lead one
another to the achievement of group or
organizational goals
Pearce, C. L., & Conger, J. A. (2003). Shared leadership: Reframing the hows
and whys of leadership: Sage Publications, Inc.
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Shared Leadership in WikiProjects
WikiProject: A group of
editors who collaborate on
managing & writing a
collection of pages on a
topic (e.g., military history,
medicine, US states)
–
–
–
Defined
membership
Production tasks
Variation in how
they are run
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Types of leadership behaviors
Transactional
Leadership
Providing Positive
Feedback
Aversive
Leadership
Providing Negative
Feedback
Directive
Leadership
Directing
Person-based
Leadership
Socializing
Burke et al 2006, Pearce et al 2002, Yukl 1998
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Example leadership behavior in Wikipedia
Providing positive feedback
I am so impressed. This is a very
fine article!
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Example leadership behavior in Wikipedia
Providing negative feedback
“…there is a concern that the
rationale you have provided for
using this image under "fair use"
may be invalid. ... If it is determined
that the image does not qualify
under fair use, it will be deleted
within a couple of days…
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Example leadership behavior in Wikipedia
Directing
Hey, one of these days do you think
you could take some pictures at
Mission Mill? I’d like to spruce up
the article but it really needs some
photos. Thanks!
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•23
Example leadership behavior in Wikipedia
Socializing
Drop me a line on my talk page
sometime, we’ll get a coffee over at
Hot Rize or the new King Kocoa…
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Results
•Weekly
change in
number of edits
•%
•%
•Not
receive any
message
•Non-
•Positive
•Negative
Leadership Feedback Feedback
•Direction
•Social
Exchange
•25
25
•%
•Weekly
change in
number of edits
Results
•Non-
•Positive
•Negative
Leadership Feedback Feedback
•Direction
•Social
Exchange
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Weekly change in
number of edits
Results
%
19 % **
NonPositive Negative
Leadership Feedback Feedback
Social
Direction Exchange
27
27
Results
•Weekly
change in
number of edits
•%
14 % **
•Non-
•Positive
•Negative
Leadership Feedback Feedback
•Direction
•Social
Exchange
•28
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Results
change in
number of edits
•%
•Weekly
9 % **
•Non-
•Positive
•Negative
Leadership Feedback Feedback
•Direction
•Social
Exchange
•29
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Results
change in
number of edits
•%
•Weekly
23% **
•Non-
•Positive
•Negative
Leadership Feedback Feedback
•Direction
•Social
Exchange
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Experimental replication:
Effects of shared leadership


Send relevant message to Wikipedians creating new
articles
Random assignment to:
–
–
–
–

Neutral
Positive feedback
Negative feedback
Friendly social
Compare newcomers and established members’
response to leadership messages.
•VS
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Strong Effects on Newcomers
•Newcomers’
Total Number of Edits
•*
•*
*
•*
*
32
•32
No Effects on Established Members
•Established
Editors’ Total Number of Edits
•Positive
•Negative
•Directive
•Social
Feedback
Feedback
Message
Message
33
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