Реферат: The Value Based Leadership Theory

Dissonance Theory and Competing Values

According to cognitive dissonance theory, individuals experience anxiety-inducing cognitive dissonance when their self-evaluative cognitions, feelings and behavior are in conflict with each other (Festinger, 1980). Under such conditions, individuals are strongly motivated to reduce the dissonance by changing one or more of the dissonant components--either their behavior, their cognitions, or their feelings. It follows from dissonance theory that when leaders appeal to ideological values of followers and also administer extrinsic material rewards strictly contingent on follower performance , they will induce cognitive dissonance in followers. Offering strong extrinsic incentives for doing what is claimed to be morally correct will theoretically induce dissonance, and is likely to undermine the effects of leaders' appeals to ideological values. From dissonance theory, we would expect that with the exception of social rewards such as approval and recognition, contingent reward behavior on the part of leaders will undermine the effects of value based leader behavior.

Equity Theory

Equity theory asserts that when individuals perceive the ratio of their contributions to theirrewards (intrinsic or extrinsic) to be equal to the ratio of contributions to rewards of others, they will believe that they are treated fairly (Adams, 1963). We expect that under conditions of perceived unfairness followers will feel resentment, be demotivated, will not support and may even resist attempts by leaders to influence them.

Situational Strength

Mischel (1973) has argued that the psychological strength of situations influences the degree to which individual dispositions such as motives or personality traits are expressed behaviorally. Strong situations are situations in which there are strong behavioral norms, strong incentives for specific types of behaviors, and clear expectations concerning what behaviors are rewarded. According to this argument, in strong situations, motivational or personality tendencies are constrained and there will be little behavioral expression of individual dispositions. Thus, in organizations that are highly formalized and governed by well-established role expectations, norms, rules, policies and procedures, there is less opportunity for organizational members to behaviorally express their dispositional tendencies.

Theoretically, in strong psychological situations, leader motives have less influence on leader behavior, and leader behavior has less influence on subordinates and on organizational outcomes than in weak psychological situations. Studies by Monson, Healy and Chernick (1982), Lee, Ashford, and Bobko (1990), and Barrick and Mount (1993) have demonstrated support for Mischel's situational strength argument.

THE VALUE BASED LEADERSHIP THEORY

This theory consists of six axioms and twenty-seven propositions that relate leader behavior, leader motives, and situational variables to leader effectiveness.

The Parsimonious Meta–Proposition of Value Based Leadership

Value based leadership theory is based on the meta–proposition that non-conscious motives and motivation based on strongly internalized values is stronger, more pervasive, and more enduring than motivation based on instrumental calculations of anticipated rewards or motivation based on threat and avoidance of punishment. The axioms and propositions that follow are derived from and can all be explained in terms of this parsimonious meta-proposition.

The Value Based Leader Behavior Syndrome

Behaviors that characterize value based leadership include a) articulation of a challengingvision of a better future to which followers are claimed to have a moral right; b) unusual leader determination, persistence, and self-sacrifice in the interest of the vision and the values inherent in the vision; c) communication of high performance expectations of followers and confidence in their ability to contribute to the collective; d) display of self-confidence, confidence in followers, and confidence in the attainment of the vision; e) display of integrity; f) expressions of concern for the interests of followers and the collective; g) positive evaluation of followers and the collective; h) instrumental and symbolic behaviors that emphasize and reinforce the values inherent in the collective vision; i) role modelling behaviors that set a personal example of the values inherent in the collective vision; j) frame-alignment behaviors--behaviors intended to align followers' attitudes, schemata, and frames with the values of the collective vision; and,k) behaviors that arouse follower motives relevant to the pursuit of the vision. We refer to these behaviors collectively as the value based leader behavior syndrome .

This specification of value based leader behaviors integrates the behaviors specified in prior extensions of the 1976 theory of charismatic leadershipas well as behaviors specified in other theories of charismatic, transformational and visionary leadership. House and Shamir (1993) provide the rationale for inclusion of the above behaviors in the theoretical leader behavior syndrome.

Axioms

Axioms are statements, the validity of which are taken for granted, either because the enjoysubstantial empirical evidence or becuse they cannot be tested. Axiomsprovide a foundation for more specific statements, such as propositions. The axioms stated here provide the foundation for the selection of leader behaviors from among all of the leader behaviors specified in the various theories described above.

Axioms Concerning Human Motivation

1. Humans tend to be not only pragmatic and goal-oriented, but are also self-expressive. It is assumed that behavior is not only instrumental-calculative, but also expressive of feelings, aesthetic values and self-concepts. We "do" things because of who we "are," because by doing them we establish and affirm an identity for ourselves, at times even when our behavior does not serve our materialistic or pragmatic self-interests.

2. People are motivated to maintain and enhance their generalized self-efficacy and self-worth. Generalized self-efficacy is based on a sense of competence, power, or ability to cope with and control one's environment. Self-worth is based on a sense of virtue and moral worth and is grounded in norms and values concerning conduct.

3. People are also motivated to retain and increase their sense of self-consistency. Self-consistency refers to correspondence among components of the self-concept at a given time, to continuity of the self-concept over time, and to correspondence between the self-concept and behavior. People derive a sense of "meaning" from continuity between the past, the present and the projected future, and from the correspondence between their behavior and self-concept.

4. Self-concepts are composed of values, perceptions of self-worth, efficacy, and consistency, and also identities. Identities, sometimes referred to as role-identities, link the self-concept to society. Social identities locate the self in socially recognizable categories such as nations, organizations and occupations, thus enabling people to derive meaning from being linked to social collectives.

5. Humans can be strongly motivated by faith. When goals cannot be clearly specified or the subjective probabilities of accomplishment and rewards are not high, people may be motivated by faith because being hopeful in the sense of having faith in a better future is an intrinsically satisfying condition.

6. When individual motives are aroused in the interest of the collective effort, and when individual identify with the values inherent in the collective vision, they will evaluate themselves on the basis of the degree to which they contribute to the collective effort. Under conditions of motive arousal and value identiication individuals experience intrinsic satisfaction from their contribution to the collective effort and intrinsic dissatisfaction from failure to contribute to collective efforts.

These axioms incorporate the extensions of the 1976 theory of charismatic leadership offered by Shamir, House and Arthur (1993), and House and Shamir (1995) and provide the integrative framework for the Value Based Theory of Leadership.

PROPOSITIONS

The theory is expressed in the form of twenty-seven propositions which assert specific ways in which leader motives and behaviors, in conjunction with situational variables, affect follower motivation and performance and organizational performance. These propositions are based on the leadership and psychological theories reviewed above and reflect the extensions of the 1976 Theory of Charismatic Leadership contributed by House et al. (1991), Shamir et al. (1993), House and Shamir (1993), and Waldman, Ramirez and House (1996).

Propositions Concerning Leader Behavior and Its Effects

1. The motivational effects of the behaviors of the value based leader behavior

syndrome described above will be heightened follower recognition of shared values between leaders and followers, heightened arousal of follower motives, heightened follower self-confidence, generalized self-efficacy and self-worth, strong follower self-engagement in the pursuit of the collective vision and in contributing to the collective, and strong follower identification with the collective and the collective vision. We refer to these psychological reactions of followers as the value based motive syndrome .