1. Lecture and seminar February/ March 2018 revised 2nd May draft
Prof Robin Matthews
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2. summary Leaders and managers: normal and extreme events (black swans)
Leadership is a latent variable (factor)
Basics of factor analysis
Intelligence the g factor
Correlation is a necessary condition for causation not a sufficient condition
Trait theories
The big 5
Leadership and personality
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4. leadership
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6. , Comprehensive knowledge
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7. Low and high ‘g’
correlations
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8. Leadership styles
Although the way managers manage will vary from individual to individual, there are three main leadership styles that are identified in business:
authoritarian leadership
democratic/participative leadership
laissez-faire leadership
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9. Authoritarian leadership
Also known as autocratic leaders, they are strict and
tell workers what to do. They have a high level of control: they make all the decisions themselves and expect no input from workers.
Pros
Quicker decision-making process
Workers are closely supervised so less mistakes.
Cons
Employee motivation can be low.
Labour turnover can be high.
Less creativity due to lack of worker input.
Laissez-faire
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10. Democratic leadership
Also known as participative leadership, where workers will contribute in the decision-making process. There is considerable scope for involvement and participation.
Pros
Worker involvement encouraged, which can lead to better decisions.
Motivation is high and labour turnover low.
Cons
Consultation with staff can be time consuming.
Should staff be involved in some areas of the business e.g. sensitive or more complex issues?
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11. Laissez-faire leadership
These leaders leave their colleagues to get on with their work without supervision or control. The leader will often set boundaries and a given task and not monitor until it is complete.
Pros
Employee motivation is high.
Workers are often most creative with this form of management.
Cons
Manager control is required at times and this lack of involvement can lead to mistakes or failed projects.
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16. Factor I Extroversion, Sociability, Surgency High Low Sociable
Energetic
Adventurous
Enthusiastic
Outgoing
Low
Quite
Reserved
Shy
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17. Factor II Agreeableness High Low Forgiving Kind Appreciative Trusting
Sympathetic
Low
Cold
Unfriendly
Quarrelsome
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18. Factor III Conscientiousness High Low Organized Thorough Deliberate
Responsible
Precise
Low
Careless
Disorderly
Frivolous
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19. Factor IV Emotional Stability (Neuroticism) High Low Tense Moody
Anxious
Fearful
Touchy
Low
Stable
Calm
Contented
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20. Factor V Openness to Experience Low Curious Imaginative Wide interests
Original
Intelligent
Low
Narrow interests
Simple
Shallow
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28. AMONG OTHERS I HAVE USED THE FOLLOWING SOURCES
Bibliography
Andriani, Pierpaolo, and Bill Mckelvey. "Beyond Gaussian Averages: Redirecting International Business and Management Research toward Extreme Events and Power Laws." Journal of International Business Studies 38, no. 7 (2007): doi: /palgrave.jibs
"Article Tools." Organization Science. Accessed February 28,
Bouchard, Thomas J., and Matt Mcgue. "Genetic and Environmental Influences on Human Psychological Differences." Journal of Neurobiology 54, no. 1 (2002): doi: /neu
Judge, T. A., Bono, J. E., Llies, R., & Gerhardt, M. W. (2002). Personality and Leadership A Qualitative and Quantitative Review. Journal of Applied Psychology, 87, References - Scientific Research Publishing.
Stacey, Ralph D. "The Science of Complexity: An Alternative Perspective for Strategic Change Processes." Strategic Management Journal 16, no. 6 (1995): doi: /smj
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