1. Leadership and Group behaviour
Dr Joan Harvey
Dr George Erdos

2. Leadership Authority Power Leadership Management Traditional
Charismatic
Legal-rational
Power
Referent
Expert
Gatekeeper
Reward
Legitimate
Coercive
Leadership
Transactional
Transformational
Management
Style is personality-based and relatively unchanging
Skills can be acquired

3. Leadership studies The trait ‘great man’ approach Skills approach
Personality
Authoritarian or democratic
Skills approach
Communications
Delegating
Empathy
Style approach
Authoritarian
Democratic
Laissez-faire
Contingency approach
Leader-member relations
Amount of task structure
Leader’s position power
Transformational approach
Motivation,
EI and empathy,
“spiritual values”: honesty, integrity, humility

4. Leadership and management
Strategic Leadership
Study of CEOs and higher executives
Transactional management
Economic type of relationship, one of exchange
Transformational leadership
Motivation, EI, developmental

5. Leadership Effectiveness
Qualities of leaders of virtual global teams (Keyworth and Leidner, 2002)
Dealing with paradox and contradiction
Acting in mentoring roles
Empathy towards team members
Asserting authority without being overbearing or inflexible
Regular detailed and prompt communications

6. Leadership Effectiveness 2
Leadership effectiveness relates to EI
Proven correlation that explains more variance than many measures
Leadership effectiveness relating to ‘spiritual values’
Relationship between integrity, honesty and humility and LE
Corporate governance and ethical leadership
Of increasing importance in LE studies

7. Groups Social facilitation and social loafing Groupthink
Deindividuation [like a mob]
Group membership and norms
Polarisation and risky shift
Group dynamics and team organization
Decision making and negotiation

8. Thank you for listening
Drs Joan Harvey and George Erdos
Newcastle University