Meaning competence self determination and impact

meaning, competence, self-determination, and
impact.
 Empowering leadership provides employees
with a greater feeling of control over their work
and a sense that they can make a difference in
their organization’s effectiveness.
 Empowering leadership has been found to
be positively related to job performance and
creativity-relevant behaviours.
 Ethical leadership
 Ethical leadership involves the demonstration of
normatively appropriate conduct through personal
actions and interpersonal relationships, and the
promotion of such conduct to followers through
two-way communication, reinforcement, and
decision-making.
 What do ethical leaders do?
 Ethical Leader Behaviours

 They model what is deemed to be
normatively appropriate behaviour (e.g.,
honesty).
 They make ethics salient in the
workplace.
 They set ethical standards.
 They reward ethical behaviour.
 They discipline those who don’t follow
ethical standards and punish unethical
behaviour.
 Ethical leaders consider the
ethical consequences of their
decisions.
 They care about people and the broader
society and seek to do the right thing
personally and professionally.
 Authentic leadership
 Authentic leadership is a positive form of
leadership that involves being true to oneself.
 Authentic leaders know and act upon their
true values, beliefs, and strengt
 Servant leadership
 Servant leadership is a form of leadership that
involves going beyond one’s own self-interests
and having a genuine concern to serve others
and a motivation to lead.
 The focus of servant leadership is a concern for
the needs of followers and their growth and
development.
 A servant leader is somebody who wants to serve
first and lead second.
 Characteristics of Servant Leaders
 There are six characteristics of servant
leaders:
 Empowering and developing people

 Humility

 Authenticity
 Interpersonal acceptance
 Providing direction
 Stewardship
 Gender and Leadership
 Do men and women adopt different leadership styles?
 Women
 Women have a tendency to be more participative
or democratic than men.
 Women leaders have been found to be more
transformational than men leaders, and to
also engage in more of the contingent reward
behaviours of transactional leadership.
 Men
 Men leaders engaged in more management by
exception and laissez-faire leadership which is a
passive form of leadership that involves
avoidance or absence of leadership and is
negatively related to leader effectiveness.
 These findings attest to the ability of women to be
highly effective leaders.
 So do men and women differ in leadership
effectiveness?
 A review of 95 studies found that there are some
differences but only in certain situations such as
whether an organization is male or female
dominated.
 When various factors are taken into account
men and women do not differ in perceived
leadership effectiveness.
 Women and Leadership
 Women hold very few top leadership positions in
Canadian organizations.
 Women also hold a minority of senior leadership positions
in the United States and Europe.