Лист за преговор: Foundations of Effective Leadership

📋 Course Outline

1. Leadership traits and the Dark Triad
2. Behavioural approaches and leadership dimensions
3. Blake and Mouton leadership grid styles
4. Situational leadership: matching style to followers
5. Four situational styles S1 to S4
6. Katz competency model: skills and functions
7. Competency model limits and contextual factors
8. Transformational leadership and innovation
9. Transactional versus transformational leadership
10. Strengths-based leadership and VIA character strengths
11. VUCA environments and ethical leadership
12. Cultural fit and cultural intelligence in leadership

📖 1. Leadership traits and the Dark Triad

🔑 Key Concepts & Definitions

• Leadership trait : A leadership trait is a relatively stable personal characteristic that shapes how someone tends to lead across time and situations.
• Dark Triad : The Dark Triad is a set of three harmful personality traits that can enable short-term success while harming long-term outcomes.
• Narcissism : Narcissism is a trait marked by self-focus and a strong craving for admiration from others.
• Machiavellianism : Machiavellianism is a trait characterized by strategic manipulation and a tendency to use others for advantage.
• Psychopathy : Psychopathy is a trait involving low empathy and impulsive behavior that can destabilize workplaces.

📝 Essential Points

• No single trait guarantees effective leadership because outcomes depend on context and on leader behavior.
• Traits are often described as consistent over time and across situations, but effectiveness still varies by situation.
• Narcissistic leaders may gain short-term wins by seeking attention, but can undermine trust over time.
• Machiavellian leaders can harm team trust through manipulative tactics even if they appear effective initially.
• Psychopathic leaders may create toxic environments due to low empathy and impulsivity, risking long-term performance.
• Dark Triad traits are linked to potential damage to organizational performance despite possible short-term success.

💡 Memory Hook

Dark Triad = N-M-P: Narcissism (admiration), Machiavellianism (manipulate), Psychopathy (no empathy, impulsive).

📖 2. Behavioural approaches and leadership dimensions

🔑 Key Concepts & Definitions

• Emergent leadership : Emergent leadership is leadership that arises informally within a group when someone gains influence through skills, confidence, or impact.
• Distributed leadership : Distributed leadership is a model where leadership responsibilities are shared across team members rather than concentrated in one person.
• Servant leadership : Servant leadership is an approach where leaders prioritize serving followers’ growth, well-being, and development over personal power.
• Transformational leadership : Transformational leadership is a style that motivates followers toward higher goals through inspiration, stimulation, and individual support.
• Transactional leadership : Transactional leadership is a style that focuses on exchanges such as rewards and punishments to manage performance and achievement.

📝 Essential Points

• Emergent leadership typically occurs without formal appointment and is driven by followers’ perceptions of competence, confidence, or influence.
• Distributed leadership spreads accountability across members, which can increase engagement, collaboration, and idea sharing.
• Servant leadership reverses the usual power direction by making the leader serve people rather than demand service.
• Servant leadership can fail in high-pressure or crisis settings where directive, fast decisions are required.
• Transformational leadership is contrasted with transactional leadership by shifting from reward-based exchanges to inspiring higher goals.
• The Four I’s of transformational leadership are idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration.

💡 Memory Hook

Emergent = rises informally; Distributed = shared roles; Servant = serve people; Transformational = Four I’s.

📖 3. Blake and Mouton leadership grid styles

🔑 Key Concepts & Definitions

• Leadership grid : A leadership grid is a model that places leadership styles on axes to show how different behavior emphases combine.
• Initiating structure : Initiating structure is a task-oriented behavior that organizes, defines, and directs group activities to reach goals.
• Consideration : Consideration is a people-oriented behavior that shows concern for followers’ wellbeing, builds trust, and respects ideas.
• Concern for production : Concern for production is the leadership emphasis on tasks, output, and results rather than interpersonal relationships.
• Concern for people : Concern for people is the leadership emphasis on relationships, morale, and follower needs rather than only technical output.

📝 Essential Points

• The Blake & Mouton grid uses two behavioral dimensions on 1–9 scales to generate leadership styles.
• Ohio State’s initiating structure (task) and consideration (people) are treated as independent, allowing high or low on both.
• University of Michigan’s production/job-centered and employee-centered views helped shape the grid’s task vs people contrast.
• The grid’s axes are X = concern for production and Y = concern for people.
• The (9,9) Team Management style is promoted as ideal because it combines high commitment with high performance.
• Situational theorists criticize the (9,9) ideal for ignoring context and follower/task conditions.

💡 Memory Hook

Think “X is output, Y is people”: (9,9) = high output + high care.

📖 4. Situational leadership: matching style to followers

🔑 Key Concepts & Definitions

• Situational Leadership Theory : A leadership theory that claims effective leadership depends on matching the leader’s style to followers’ development for a specific task.
• Right style for the right person : A core principle stating that leadership effectiveness comes from choosing the appropriate style for the follower and the moment.
• Leadership style progression : A model where leadership behaviors shift from directing to delegating as followers’ competence and commitment rise.
• Leadership style coordinates : A framework that positions leadership styles by two concerns: people and production.
• Four leadership styles S1–S4 : A set of four styles (Directing, Coaching, Supporting, Delegating) that correspond to different follower development levels.

📝 Essential Points

• No single leadership style is best for all situations because effectiveness depends on follower development and the task.
• Effective leadership is defined as matching leadership style to follower development level for a given task.
• Style coordinates use two axes: people concern and production concern to describe different management approaches.
• Impoverished management (1,1) shows minimal concern for both people and production with bare-minimum effort.
• Authority–Compliance (1,9) emphasizes production efficiency while showing minimal concern for people.
• Country Club management (9,1) emphasizes people while showing minimal concern for production, often producing pleasant but low performance outcomes.

💡 Memory Hook

People axis vs production axis: 9-9 is “both max,” 1-1 is “both min.”

📖 5. Four situational styles S1 to S4

🔑 Key Concepts & Definitions

• Situational leadership styles S1 to S4 : Situational leadership styles S1 to S4 are leadership approaches chosen to fit the follower’s readiness and the task context.
• Follower readiness : Follower readiness is the degree of competence and willingness followers show for a specific task at a given time.
• Task context : Task context is the situation’s demands that affect what kind of leadership behavior followers need.
• Leadership behavior adjustment : Leadership behavior adjustment is the tailoring of direction, support, and involvement to match the current situation.

📝 Essential Points

• S1 to S4 represent different combinations of directive and supportive leadership behaviors.
• The style selection depends on follower readiness rather than a fixed leadership trait.
• As follower readiness changes, the appropriate style can shift dynamically.
• Directive behavior increases when followers lack competence or confidence for the task.
• Supportive behavior increases when followers have some competence but low willingness or confidence.
• The goal is to align leadership actions with what followers need to perform effectively in the moment.

💡 Memory Hook

S1→S4: readiness rises, so direction typically falls while support can rise or shift to match willingness.

📖 6. Katz competency model: skills and functions

🔑 Key Concepts & Definitions

• Dispersed leadership functions : Leadership functions are distributed across team members rather than concentrated in one formal leader.
• Shared planning and decision-making : Planning and decision-making are shared based on expertise and the team’s current context.
• Radical decentralization : Team structure can be more horizontal with strong decentralization of authority and coordination.
• Servant leadership : Servant leadership treats follower well-being and growth as the primary goal, expecting organizational performance to follow.

📝 Essential Points

• Leadership coordination can occur without a fixed leader when functions are assigned to those best suited to the task.
• Leadership functions commonly include planning, decision-making, and mentoring, and they are shared according to expertise and context.
• More hierarchical structures tend to support centralized coordination, while horizontal radical decentralization supports adaptability and engagement.
• Dispersed leadership is better for knowledge-intensive, rapid-change, innovation-focused teams that benefit from expertise leverage and leadership capacity building.
• Dispersed leadership is less suitable for crises needing clear authority, low-skilled teams, and highly regulated or very hierarchical contexts.
• Servant leadership aims to reverse traditional power dynamics by gaining influence through serving others and prioritizing follower growth over immediate organizational goals.

💡 Memory Hook

Dispersed leadership = “best expert leads” (no single boss); Servant leadership = “serve to lead” (growth first).

📖 7. Competency model limits and contextual factors

🔑 Key Concepts & Definitions

• Authentic leadership : Authentic leadership is congruence between a leader’s inner values and outward behavior, expressed as genuine self rather than staged performance.
• Full Range Leadership Model : The Full Range Leadership Model treats leadership as a spectrum of behaviors rather than a single fixed style.
• Transactional leadership : Transactional leadership relies on exchanges that reward compliance and correct failures to maintain performance and stability.
• Transformational leadership : Transformational leadership motivates followers to transcend self-interest by inspiring shared vision, growth, and innovation.
• Transformational Leadership 4 I’s : The 4 I’s are Idealised Influence, Inspirational Motivation, Intellectual Stimulation, and Individualised Consideration as core transformational behaviors.

📝 Essential Points

• Authentic leaders build trust because followers detect mismatches between stated values and actual behavior.
• The Full Range model assumes leaders can display multiple leadership behaviors to different degrees.
• Transactional leadership is least effective when leaders avoid responsibilities and provide no feedback or decisions (Laissez-Faire).
• Transactional leadership effectiveness is described as moderate because it uses contingent rewards and corrective actions for failures.
• Transformational leadership is described as most effective because it drives followers toward collective goals and deeper values.
• Transformational leadership contrasts with transactional leadership by shifting from reward-for-work to inspiring values, vision, and growth.

💡 Memory Hook

Authentic = congruent self; Full Range = spectrum; Transactional = exchange; Transformational = 4 I’s (II-IM-IS-IC).

📖 8. Transformational leadership and innovation

🔑 Key Concepts & Definitions

• Idealised Influence : A transformational leadership component where followers trust the leader’s character and vision enough to take risks and try new approaches.
• Individualised Consideration : A transformational leadership component where leaders attend to each person’s needs to build capabilities and support ongoing learning.
• VIA Character Strengths Model : A positive-psychology framework that identifies character strengths and groups them into virtues to explain what is right in people.
• Tent Poles : A metaphor in the VIA model where the strongest competencies act as structural supports for overall leadership effectiveness.
• Signature Strengths : A character strength that feels authentic, energizing, and defining of identity rather than merely a learned skill.

📝 Essential Points

• Transformational leadership sustains commitment during change by combining a future vision with trust-building and personal support.
• Idealised influence increases psychological safety, which enables experimentation and risk-taking.
• Individualised consideration develops individual capabilities, which supports continuous learning and innovation.
• Core insight: exceptional leaders rely on a few strengths rather than being average across many areas.
• Development should shift from fixing weaknesses to building strengths, while still addressing fatal flaws.
• VIA model is based on cross-cultural and historical virtue traditions and focuses on morally valued character traits rather than skills or talents.

💡 Memory Hook

Trust + tailor: Idealised Influence builds risk-safe trust; Individualised Consideration trains each person for learning.

📖 9. Transactional versus transformational leadership

🔑 Key Concepts & Definitions

• Transactional leadership : Transactional leadership : Leadership that relies on exchanges like rewards and corrective actions to secure follower performance.
• Transformational leadership : Transformational leadership : Leadership that elevates followers’ motivation by shaping meaning, commitment, and a shared future.
• Inspirational leadership : Inspirational leadership : Leadership that creates deep emotional engagement and commitment by linking vision, identity, and purpose.
• Clarity of vision : Clarity of vision : Communicating a vivid, credible future that followers can emotionally connect with.
• Authenticity : Authenticity : Inspirational credibility that comes from aligning messages with the leader’s true self.

📝 Essential Points

• Transactional leadership emphasizes performance through reward-and-correction mechanisms rather than follower self-transformation.
• Transformational leadership aims to increase followers’ commitment by making work feel meaningful and connected to a larger purpose.
• Inspirational leadership is distinguished from competence by its ability to evoke emotional engagement and lasting commitment.
• Inspirational leadership requires three balanced roles: vision, connection, and storytelling.
• Vision, development, and culture must all be present; missing one weakens or makes inspiration unsustainable.
• Calling orientation toward work can be cultivated by leaders who help team members connect their work to broader goals.

💡 Memory Hook

Transactional = trade (reward/correct); Transformational = transform (vision + meaning + growth).

📖 10. Strengths-based leadership and VIA character strengths

🔑 Key Concepts & Definitions

• Calling Work : Calling work is work experienced as intrinsically fulfilling and meaningful, often tied to core values and continuing even without financial need.
• Purpose-driven organizations : Purpose-driven organizations are businesses where shared purpose guides decisions and culture to improve performance, retention, and wellbeing.
• Job Crafting : Job crafting is an employee-led redesign of tasks and working relationships to better match personal strengths and values.
• Sapient Leadership : Sapient leadership is wisdom-centered leadership that uses an integrated set of pillars to adapt to complex, non-linear challenges.

📝 Essential Points

• Purpose is strengthened when leaders help employees discover real links between their daily work and broader goals rather than imposing a grand vision.
• Clear purpose reduces friction by aligning values and decisions across organizational levels.
• Purpose improves life and job satisfaction, lowers burnout risk, increases resilience, and supports greater discretionary effort.
• Purpose can be practiced through connecting work to impact, helping members articulate their personal motivation, and holding ongoing alignment conversations.
• Celebrating meaning focuses on stories of impact and contribution, not only performance metrics.
• Sapient leadership addresses 3-D change by replacing linear problem-solving with collective wisdom and systemic adaptation.

💡 Memory Hook

Calling work = meaning that keeps going even when money is not the driver.

📖 11. VUCA environments and ethical leadership

🔑 Key Concepts & Definitions

• VUCA environments : VUCA environments are conditions that are volatile, uncertain, complex, and ambiguous, requiring leaders to adapt rather than follow fixed plans.
• Cultural Intelligence CQ : Cultural Intelligence is the capability to understand and adapt leadership behavior to cultural expectations and norms.
• Psychological security : Psychological security is the sense that people can speak up and take risks without fear of unfair punishment or humiliation.
• Exploitation vs exploration : Exploitation vs exploration is the leadership balance between improving current capabilities and innovating for the future.

📝 Essential Points

• In stable, predictable settings, leadership can rely more on a linear hero approach with clear direction and fewer surprises.
• In VUCA (3-D) settings, leadership must build adaptive capacity and support shared navigation of uncertainty.
• There is no universally best leadership style; effectiveness depends on cultural fit and context demands.
• High power distance cultures often expect more hierarchy and may interpret participative leadership as weak or indecisive.
• High uncertainty avoidance cultures tend to prefer structured rules, so flexible leadership can be viewed negatively.
• Job insecurity can push teams toward exploitation (efficiency and short-term gains) and away from exploration (experimentation and long-term innovation).

💡 Memory Hook

VUCA = Adapt; Ethics = protect psychological security; Culture + CQ = choose the right leadership mode; Balance exploitation (now) with exploration (future).

📖 12. Cultural fit and cultural intelligence in leadership

🔑 Key Concepts & Definitions

• Psychological security : Psychological security is a climate where people feel safe to speak up and take risks without fear of harm or unfair treatment.
• Job insecurity : Job insecurity is the perceived threat of losing one’s job, which can shift attention toward self-protection rather than performance.
• Contextual leadership : Contextual leadership is matching leadership style to the situation’s demands and the team’s cultural expectations.
• Authoritarian leadership : Authoritarian leadership is centralized, hierarchical control that expects compliance with limited follower input.
• Cultural intelligence : Cultural intelligence is the capability to understand and adapt to cultural differences in values, power distance, and communication norms.

📝 Essential Points

• Psychological security is foundational for overall organizational performance, so leaders should reduce job-insecurity drivers via stable, fair, transparent conditions.
• Job insecurity tends to reduce task performance because anxiety consumes cognitive resources and effort needed to perform well.
• Job insecurity strongly reduces creativity because creativity requires psychological safety that insecurity undermines.
• Job insecurity decreases OCBO by lowering willingness to go beyond role duties when reciprocity is uncertain.
• Job insecurity increases CWB because negative emotions like resentment and anxiety can trigger withdrawal or sabotage.
• Authoritarian leadership can work in crises needing quick expert decisions and in safety-critical settings like military, surgery, or aviation.

💡 Memory Hook

Security first: less insecurity → more cognition, creativity, and extra-role help; more insecurity → more stress, corners, and sabotage.

📊 Synthesis Tables

Blake & Mouton grid: task vs people

Style	Concern for production	Concern for people
Team Management (9,9)	High	High
Authority–Compliance (1,9)	High	Low
Country Club (9,1)	Low	High
Impoverished (1,1)	Low	Low

Transactional vs transformational leadership

Type	Core mechanism	Primary aim
Transactional	Exchanges (rewards for compliance; corrective actions for failures)	Maintain performance/stability and manage deviations
Transformational	Inspire deeper values and shared future (4 I’s)	Increase commitment by transforming meaning, motivation, and growth

⚠️ Common Pitfalls & Confusions

1. Assuming a single leadership trait guarantees effectiveness, instead of remembering effectiveness depends on context and leader behavior.
2. Confusing Dark Triad traits with “confidence/charisma” as proof of good leadership, ignoring their potential long-term damage.
3. Mixing up the grid axes: X is concern for production (tasks/output) and Y is concern for people (relationships), not the other way around.
4. Thinking situational leadership is a fixed style for a person, rather than matching directive/supportive behaviors to follower development for a specific task.
5. Believing servant leadership is always best, forgetting it may fail in high-pressure/crisis settings needing directive, fast decisions.
6. Treating distributed/emergent leadership as the same thing, even though distributed shares functions across members while emergent arises informally through influence.
7. Assuming job insecurity only affects performance, without linking it to reduced creativity, lower OCBO, and increased CWB via psychological safety loss.

✅ Exam Checklist

1. Define leadership traits and explain why no single trait guarantees effective leadership.
2. Identify the Dark Triad (narcissism, Machiavellianism, psychopathy) and state the typical long-term organizational impact described.
3. Distinguish traits vs behaviours by explaining why behavioural theories focus on observable actions that can be learned and trained.
4. Use Ohio State’s initiating structure vs consideration to describe task vs people orientation and explain how this shaped the grid.
5. Explain Blake & Mouton’s leadership grid axes (X=concern for production, Y=concern for people) and what (9,9) represents.
6. State the situational leadership core principle: effective leadership matches style to follower development level for a specific task.
7. Match the situational leadership styles S1–S4 to competence/commitment levels and describe the direction/support pattern.
8. Explain the leadership style coordinates idea (people concern vs production concern) and interpret impoverished, authority–compliance, and country club outcomes.
9. Describe Katz’s competency model: list the core leadership skills/functions and explain why different management levels need different mixes.
10. Explain limitations of competency models: they can be too static/long, hard to compare across organizations, and require contextual adjustment.
11. Summarize Implicit Leadership Theory (followers’ mental prototypes) and how prototype matching affects perceived leadership effectiveness and bias.
12. Differentiate emergent leadership vs distributed leadership and state the conditions that support emergent/distributed influence (e.g., psychological safety, trust, competence recognition).
13. Define servant leadership and list its key idea (leader serves followers’ growth/well-being) plus when it may be less effective.
14. Explain authentic leadership as congruence between inner values and outward behavior and state how this builds trust/psychological safety in the described contexts/conditions.