1. Leadership

2. 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

3. 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:

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

5. 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

6. 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),
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),

7. 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),

8. 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.

9. 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.

10. 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),

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

12. Coach P
What kind of leader?
Was it effective?

13. 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.

14. 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

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

16. 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.

17. 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!

18. 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.

19. 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

20. 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

21. 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.

22. 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…

23. 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

24. 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

25. 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

26. 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

27. 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

28. 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

29. 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

30. 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

31. 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

32. 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.

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