BM KH5008HRM
Week 6 – Leadership & Management in
Marketing
week commencing 3rd of March, 2024
Dr Nourhan Sayed
Module timetable
Week 1 - Introduction
Week 2 - Approaches to Leadership 1
Week 3 - Approaches to Leadership 2
Week 4 – Employer branding
Week 5 – Followership
Week 6 – Leadership theories
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Objectives for today
Part 1 – Transformational Leadership
➢ Transformational Leadership Defined
➢ Transformational Versus Transactional Leadership.
➢ Transformational Leadership and Charisma
➢ Laissez-Faire Leadership and leadership factors
➢ How does it work, strengths and weaknesses
Part 2 – Authentic Leadership and Inclusive leadership
➢ Authentic Leadership Defined
➢ Components of authentic leadership
➢ Influencing factors
➢ How does it work, strengths and weaknesses
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Objectives for today
Follow Part 2 – Authentic Leadership and Inclusive leadership
➢ Inclusive Leadership Defined
➢ Inclusion: Combination of Uniqueness and Belongingness
➢ How does it work, strengths and weaknesses
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Part 1:
Transformational
Leadership
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What is Transformational Leadership?
➢ Transformational leadership is a process that changes and transforms
people. It is concerned with emotions, values, ethics, standards, and
long-term goals (Burns, 1978)
➢ It includes assessing followers’ motives, satisfying their needs, and
treating them as full human beings.
➢ Transformational leadership involves an exceptional form of influence
that moves followers to accomplish more than what is usually
expected of them. It is a process that often incorporates charismatic
and visionary leadership.
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What is Transformational Leadership?
➢ Transformational leadership is a process that changes and transforms people.
It is concerned with emotions, values, ethics, standards, and long-term goals.
➢ It includes assessing followers’ motives, satisfying their needs, and treating
them as full human beings.
➢ Transformational leadership involves an exceptional form of influence that
moves followers to accomplish more than what is usually expected of them. It
is a process that often incorporates charismatic and visionary leadership.
➢ Bass and Riggio (2006) suggested that transformational leadership’s
popularity might be due to its emphasis on intrinsic motivation and follower
development, which fits the needs of today’s work groups, who want to be
inspired and empowered to succeed in times of uncertainty.
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Transformational vs Transactional Leadership
➢ Transactional leadership refers to the bulk of leadership models, which focus
on the exchanges that occur between leaders and their followers. Managers
who offer promotions to employees who surpass their goals are exhibiting
transactional leadership.
➢ Transformational leadership is the process whereby a person engages with
others and creates a connection that raises the level of motivation and
morality in both the leader and the follower – Example: Ghandi
➢ In the organizational world, an example of transformational leadership
would be a manager who attempts to change a company’s corporate values
to reflect a more humane standard of fairness and justice – thus more
psychological gains for followers.
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Transformational Leadership & Charisma
➢ Weber (1947) provided the most well-known definition
of charisma as a special personality characteristic that
gives a person superhuman or exceptional powers and
is reserved for a few, is of divine origin, and results in
the person being treated as a leader.
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Laissez-Faire Leadership and leadership factors
➢ As the French phrase implies, the laissez-faire leader takes a “hands-off, let-things-
ride” (non-transactional) approach. This leader abdicates responsibility, delays
decisions, gives no feedback, and makes little effort to help followers satisfy their
needs. There is no exchange with followers or attempt to help them grow.
➢ An example of a laissez-faire leader is the president of a small manufacturing firm
who calls no meetings with plant supervisors, has no long-range plan for the firm,
acts detached, and makes little contact with employees.
➢ While laissez-faire leadership has traditionally been viewed negatively, recent
research (Yang, 2015) argues that laissez-faire leadership may not be the absence of
leadership, but instead may be a strategic behavioral choice by the leader to
acknowledge and defer to followers’ abilities, decrease their dependency, and
increase their self-determination, self-competence, and autonomy – thus
empowering followers to lead.
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Pop Question!
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How does Transformational leadership work
➢ Transformational leadership created a culture in which employees felt empowered
and encouraged to freely discuss and try new things.
➢ To create change, transformational leaders become strong role models for their
followers. They have a highly developed set of moral values and a self-determined
sense of identity (Avolio & Gibbons, 1988). They are confident, competent, and
articulate, and they express strong ideals.
➢ They listen to followers and are tolerant of opposing viewpoints. A spirit of
cooperation often develops between these leaders and their followers.
➢ It is common for transformational leaders to create a vision.
➢ Throughout the process, transformational leaders are effective at working with
people. They build trust and foster collaboration with others. In the end,
transformational leadership results in people feeling better about themselves and
their contributions to the greater common good.
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Strengths
➢ First, transformational leadership has been widely researched from many different
perspectives, including a series of qualitative studies of prominent leaders and CEOs
in large, well-known organizations.
➢ Transformational leaders are “movers and shakers” that get an organization moving
when change is needed by getting followers to face the future and achieve results
through their influence (Nicholls, 1988).They listen to followers and are tolerant of
opposing viewpoints. A spirit of cooperation often develops between these leaders
and their followers.
➢ The transformational approach provides a broader view of leadership that augments
other leadership models. Many leadership models focus primarily on how leaders
exchange rewards for achieved goals—the transactional process.
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Weaknesses
➢ One criticism is that it lacks conceptual clarity. Because it covers such a wide range of
activities and characteristics—creating a vision, motivating, being a change agent,
building trust, giving nurturance, and acting as a social architect, to name a few—it is
difficult to define exactly the parameters of transformational leadership.
➢ Many researchers have been using the theory to explore managerial rather than
political leadership.
➢ Another criticism revolves around how transformational leadership is measured.
Researchers typically have used some version of the MLQ to measure
transformational leadership.
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Authentic Leadership
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What is Authentic Leadership?
➢ Taking an interpersonal approach, authentic leadership is
viewed as relational, created by leaders and followers together
(Eagly, 2005). It results not from the leader’s efforts alone, but
also from the response of followers. Authenticity emerges from
the interactions between leaders and followers. It is a reciprocal
process because leaders affect followers and followers affect
leaders.
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Components of Authentic Leadership
Sources: Adapted from “Authentic Leadership Development,” by F. Luthans and B. J. Avolio, in K. S. Cameron, J. E. Dutton, and R. E. Quinn (Eds.), Positive
Organizational Scholarship (pp. 241–258), 2003, San Francisco, CA: Berrett-Koehler; and “‘Can You See the Real Me?’ A Self-Based Model of Authentic
18 Leader and Follower Development,” by W. L. Gardner, B. J. Avolio, F. Luthans, D. R. May, and F. O. Walumbwa, 2005, The Leadership Quarterly, 16, pp. 343–
372.
Components of Authentic Leadership
➢ Self-awareness refers to the personal insights of the leader. It is not an
end in itself but a process in which individuals understand themselves,
including their strengths and weaknesses, and the impact they have on
others. Self-awareness includes reflecting on your core values, identity,
emotions, motives, and goals, and coming to grips with who you really
are at the deepest level.
➢ Internalized moral perspective refers to a self-regulatory process
whereby individuals use their internal moral standards and values to
guide their behavior rather than allow outside pressures to control them
(e.g., group or societal pressure). It is a self-regulatory process because
people have control over the extent to which they allow others to
influence them.
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Components of Authentic Leadership
➢ Relational Transparency refers to being open and honest in presenting
one’s true self to others. It is self-regulating because individuals can
control their transparency with others
➢ Balanced processing is also a self-regulatory behavior. Although not
completely clear from its title, it refers to an individual’s ability to analyze
information objectively and explore other people’s opinions before
making a decision. It also means avoiding favoritism about certain issues
and remaining unbiased. Balanced processing includes soliciting
viewpoints from those who disagree with you and fully considering their
positions before taking your own action.
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Factors That Influence Authentic Leadership.
➢ The four key positive psychological capacities that have an impact on authentic
leadership—confidence, hope, optimism, and resilience—have been drawn from
the fields of positive psychology and positive organizational behavior (Luthans &
Avolio, 2003)
➢ Confidence refers to having self-efficacy—the belief that one has the ability to
successfully accomplish a specified task. Leaders who have confidence are more likely
to be motivated to succeed, to be persistent when obstacles arise, and to welcome a
challenge (Bandura, 1997; Luthans & Avolio, 2003).
➢ Hope is a positive motivational state based on willpower and goal planning (Luthans
& Avolio, 2003). Authentic leaders with hope have goals they know can be
accomplished; their hope inspires followers to trust them and believe in their goals.
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Factors That Influence Authentic Leadership.
➢ Optimism refers to the cognitive process of viewing situations from a positive light and
having favorable expectations about the future. Leaders with optimism are positive about
their capabilities and the outcomes they can achieve. They approach life with a sense of
abundance rather than scarcity (Covey, 1990).
➢ Resilience is the capacity to recover from and adjust to adverse situations. It includes the
ability to positively adapt to hardships and suffering. During difficult times, resilient people
are able to bounce back from challenging situations and feel strengthened and more
resourceful as a result of them (Sutcliffe & Vogus, 2003).
➢ Moral reasoning is another factor that can influence authentic leadership (Figure 9.2). It is
the capacity to make ethical decisions about issues of right or wrong and good or bad.
Developing the capacity for moral reasoning is a lifelong process.
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Strengths
➢ First, it fulfills an expressed need for trustworthy leadership in society. When a
leader is authentic, it gives followers a clear picture of who the leader is and
how the leader will act.
➢ Second, authentic leadership provides broad guidelines for individuals who
want to become authentic leaders. Both the practical and theoretical
approaches clearly point to what leaders should do to become authentic
leaders.
➢ authenticity requires leaders to do what is “right” and “good” for their
followers and society. Authentic leaders understand their own values, place
followers’ needs above their own, and work with followers to align their
interests to create a greater common good.
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Weaknesses
➢ While the practical approach is interesting and offers insight on authentic
leadership, it is not built on a broad empirical base, nor has it been tested for
validity.
➢ Authentic leaders judge what is moral based on personal experience and not
societal norms.
➢ Third, researchers have questioned whether positive psychological capacities
should be included as components of authentic leadership.
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Inclusive Leadership
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What is Inclusive Leadership?
➢ Despite this shift toward clarifying a vision of what the workplace should be
like in order to fully engage a diverse workforce, scholarly contributions to the
inclusion literature have largely progressed without a clear theoretical
foundation and have primarily focused on construct definition. Additionally,
strategies for creating more inclusive organizations, including the importance
and role of leaders, have been largely missing from the literature.
➢ Shore and colleagues (2011) put forth an inclusion framework proposing that
groups that allow members to feel like insiders while retaining their sense of
uniqueness generate feelings of inclusion while providing opportunities for
improved group outcomes.
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Components of Inclusive Leadership
➢ This framework illustrates how varying levels of
belongingness (i.e., the desire to be included) interact with
uniqueness (i.e., the desire to maintain one’s own identity)
and result in four outcomes: exclusion, differentiation,
assimilation, and inclusion.
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Components of Inclusive Leadership
➢ Exclusion, which is characterized by low levels of both belongingness and
uniqueness. Individuals in this quadrant feel excluded in their group or
organization; they do not feel a part of the environment, and they do not feel
valued. Exclusion occurs when organizations fail to see and value the unique
qualities of individual members and fail to accept them as organizational
insiders.
➢ An example might be a young female vice president of a bank whose ideas
are discounted by her male counterparts and who is seldom invited to
corporate planning meetings. In effect, exclusion represents a complete
failure to deal with matters of diversity.
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Components of Inclusive Leadership
➢ The Differentiation quadrant (lower left), characterized by low belongingness
but high uniqueness levels, describes individuals who feel unique and
respected but who also feel left out and not a part of the in-group.
Differentiation occurs when organizations accept and value the unique
qualities of members who are different but do not treat these individuals as
full members of the organization.
For example, this might occur when a customer service center hires several
Spanish-speaking representatives because the center is working with more
Spanish-speaking customers. Yet, those representatives are not asked for their
input on organizational issues, such as the scripting they use for complaint calls
or process improvements. In terms of diversity, differentiation goes halfway—it
recognizes differences among individuals, but does not fully accept them.
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Components of Inclusive Leadership
➢ The Assimilation quadrant (upper right), characterized by high belongingness
but low uniqueness levels, represents people who feel they are insiders and in
the organizational in-group but whose unique characteristics are not really
valued by the organization.
➢ An example of assimilation could be a Hindu college student who is accepted
and involved in various student groups but is criticized for missing meetings
scheduled on Hindu religious holidays. In effect, this student’s religious
background is not acknowledged by the other students - same organizations
can be faulted for failing to acknowledge the uniqueness of their members—
they accept different individuals, but do not fully value the unique
perspectives and experiences they bring.
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Components of Inclusive Leadership
➢ Finally, the Inclusion quadrant (lower right), characterized by high levels of
both belongingness and uniqueness, describes individuals who feel they
belong and are valued for their unique beliefs, attitudes, values, and
background. This quadrant represents the optimal way to address diversity. It
means, in short, accepting others and at the same time valuing them for who
they are without requiring them to give up valued identities or cultural
features (Ferdman, 1992).
➢ For example, inclusion occurs when a professor is informed that because a student
who is hearing-impaired will be taking an online course next semester, the closed
captioning and automatic transcript features on the teaching platform must be
enabled. The professor makes these accommodations but also changes the syllabus
to require all students to offer their comments and questions using the chat
features.
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How does Inclusive Leadership work?
➢ First, inclusive leadership incorporates a sense of shared
identity among group members. According to leadership
research, information regarding an individual’s value to the
group is communicated by the leader (Tyler & Lind, 1992), who
is seen as a representative or prototype group member that
establishes behaviors that group members should adopt.
➢ Inclusive leadership within the leadership and diversity
literatures also incorporates behaviors to reduce status
differences within groups.
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Strengths
➢ First, inclusive leadership emphasizes the involvement and engagement of
everyone in the group.
➢ Second, inclusive leadership is consistent with and enhances other relational
leadership theories such as leader–member exchange and transformational
leadership.
➢ Finally, inclusive leadership is a shared responsibility of everyone in the group.
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Weaknesses
➢ Similarly, given its conceptual focus on high-quality relationships between
leader and follower, inclusive leadership has also been used interchangeably
with leader–member exchange (Nishii & Mayer, 2009).
➢ Second, there are also challenges associated with the measurement of
inclusive leadership.
➢ Few studies to date have attempted to reconcile these components across the
leadership and diversity literatures.
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Do you think Inclusive
Leadership is important at
any workplace? & Why?
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Questions?
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Reading for today’s lecture
➢ Northouse Leadership: Theory and Practice, Chapters , 9
and 12
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Thank you
