Leadership

What do leaders do? Task leadership: Relational 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

Leadership functions “[the leader's] main job is to do, or get done, whatever is not being adequately handled for group needs” (McGrath) Leader solve group problems by:

What do leaders do? Forsyth, D. (2010). Group dynamics (5th ed.). Belmont, CA: Wadsworth Pub Co.

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

Classifying leadership behaviors Task Relationship 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. 3-factor SEM model fits data very well. Change 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 Transactional Charisma goes beyond self-interest expresses confidence talks of values emphasizes the collective mission Intellectual Stimulation 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 clarifies rewards assists based on effort rewards your achievement recognizes your achievement 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 Avolio, B. J., Bass, B. M., & Jung, D. I. (1999). Re‐examining the components of transformational and transactional leadership using the Multifactor Leadership Questionnaire. Journal of occupational and organizational psychology, 72(4), 441-462.

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 meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755.

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 meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755.

A more elaborate model Still distinguishes Task vs Relationship-based leadership Burke, et al . (2006). What type of leadership behaviors are functional in teams? A meta-analysis. The Leadership Quarterly, 17(3), 288-307.

Do these leadership behaviors work? Burke et all meta-analysis Meta-analysis = quantitative literature review, estimating effect size of relationships or difference

Coach P What kind of leader? Was it effective?

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.

Good leaders make a difference .44 reduced to .20 .44 Prior team performance .61 Trust in coach .44 Future team performance Player talent .41 Trust in players -.07

Much of leadership is influence Gathering information Making decisions Allocating resources Convincing others to carry out the decisions

Leadership as influence Forsyth, D. (2010). Group dynamics (5th ed.). Belmont, CA: Wadsworth Pub Co. 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 task-oriented & 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!

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.

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 WikiProject_Oregon: example of a Wiki Project – formed to create better articles about the state of Oregon 19

Types of leadership behaviors Transactional Leadership Aversive Leadership Directive Leadership Person-based Leadership Providing Positive Feedback Providing Negative Feedback Directing Socializing Leadership literatures categorize leadership styles into four types: transactional, aversive, directive and person-based People who perform transactional leadership behaviors provide positive feedback such as praise and rewards to other members. People who perform aversive leadership behaviors provide negative feedbacks such as intimidation and reprimands to decrease undesired behaviors from people. People who perform directive leadership behaviors direct people and specify their roles and responsibilities. person-focused leadership are friendly and supportive, aimed at maintaining close social relationships among group members. People who perform person-based leadership often socialize people. Color, less time on this Burke et al 2006, Pearce et al 2002, Yukl 1998

Example leadership behavior in Wikipedia Providing positive feedback I am so impressed. This is a very fine article! Here is an example of providing positive feedback. This is a real message sent from one Wikipedia editor to another editor.

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…

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! Choose a clear example of directing delete

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… Choose a clear example of directing

Results Weekly change in number of edits Not receive any message % % Weekly change in number of edits Not receive any message Here is the interpretation. The Y-axis is the difference in percent between the edits in the subsequent week and the edits in the prior week It can be interpreted as the percent change of subsequent week holding prior week constant Zero in the Y-axis is the baseline which is not receiving any message. We looked at the effects if the editor received non-leadership messages, positive feedback message, negative feedback message, direction and social exchange. Non-Leadership Positive Feedback Negative Feedback Direction Social Exchange

Weekly change in number of edits Results % Weekly change in number of edits The effects of receiving messages itself (even though it has no leadership component) types resulted in a 33% increase in edits in the subsequent week Non-Leadership Positive Feedback Negative Feedback Direction Social Exchange

Weekly change in number of edits Results % Weekly change in number of edits 19 % ** receiving positive feedback led to an additional 19% increase in subsequent edits. Non-Leadership Positive Feedback Negative Feedback Direction Social Exchange

Weekly change in number of edits Results % Weekly change in number of edits 14 % ** receiving negative feedback decreased members’ contribution by 14%. Non-Leadership Positive Feedback Negative Feedback Direction Social Exchange

Weekly change in number of edits Results % Weekly change in number of edits 9 % ** Directive behavior messages led to an additional 8.6% in subsequent edits. Non-Leadership Positive Feedback Negative Feedback Direction Social Exchange

Weekly change in number of edits Results % 23% ** Weekly change in number of edits Finally, we see that the influence of person-based leadership was substantial, increasing edits by 23%. Positive feedback and social message are very effective in enocuraging people to contribute. Negatove feedback has a negative effect on people’s contributions Non-Leadership Positive Feedback Negative Feedback Direction Social Exchange

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

Strong Effects on Newcomers Newcomers’ Total Number of Edits ** ** * The white bars represents the 50% of the participants who received the messages without the particular component. The colored bars represents the 50% of the participants who received the messages with the particular component. The difference between the two bars indicates the effects The larger the difference, the bigger the effects are. We see a familiar trend here to what we saw in the correlational research: Positive feedback, directive msgs & social msgs all increased contributions, while negative feedback reduced contributions. But these effects only occur for newcomers.

No Effects on Established Members Established Editors’ Total Number of Edits Positive Feedback Negative Feedback Directive Message Social Message