Leadership styles: House and Podsakoff

Robert House and Philip Podsakoff give us 10 leadership "styles". You can find them at citeHR.knowledgebase. Here they are as summarized in the citeHR.knowledgebase.com posting:

1. Vision. Outstanding leaders articulate an ideological vision congruent with the deeply-held values of followers, a vision that describes a better future to which the followers have an alleged moral right.

2. Passion and self-sacrifice. Leaders display a passion for, and have a strong conviction of, what they regard as the moral correctness of their vision. They engage in outstanding or extraordinary behavior and make extraordinary self-sacrifices in the interest of their vision and mission.

3. Confidence, Determination, and Prsistence. Outstanding leaders display a high degree of faith in themselves and in the attainment of the vision they articulate. Theoretically, such leaders need to have a very high degree of self-confidence and moral conviction because their mission usually challenges the status quo and, therefore, may offend those who have a stake in preserving the established order.

4. Image-building. House and Podsakoff regard outstanding leaders as self-conscious about their own image. They recognize the desirability of followers perceiving them as competent, credible, and trustworthy.

5. Role-modeling. Leader-image-building sets the stage for effective role-modeling because followers identify with the values of role models whom they perceived in positive terms.

6. External representation. Outstanding leaders act as spokespersons for their respective organizations and symbolically represent those organizations to external constituencies.

7. Expectations of and confidence in followers. Outstanding leaders communicate expectations of high performance from their followers and strong confidence in their followers’ ability to meet such expectations.

8. Selective Motive-arousal. Outstanding leaders selectively arouse those motives of followers that the outstanding leaders see as of special relevance to the successful accomplishment of the vision and mission.

9. Frame Alignment. To persuade followers to accept and implement change, outstanding leaders engage in "frame alignment". This refers to the linkage of individual and leader interpretive orientations such that some set of followers’ interests, values, and beliefs, as well as the leader’s activities, goals, and ideology, becomes congruent and complementary.

10. Inspirational Communication. Outstanding leaders often, but not always, communicate their message in an inspirational manner using vivid stories, slogans, symbols, and ceremonies. (From: Robert House and Philip Podsakoff, "Leadership Effectiveness: Past Perspectives and Future Directions for Research" in Jerald Greenberg (ed.), Organizational Behavior: The State of the Science, Erlbaum, Hillsdale, NJ., 1994.

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It's clear to me that the style of the leader has a direct effect on the ability of the leader to accomplish his goals and objectives and to motivate those around him to get on the bus. They may not equate directly to Lewin's 3 leadership styles, but they're in there somewhere.

I think entrepreneurs need to pay attention to their style. But what do you think about this? If you have something substantive to add, post a comment.

This is some of the stuff that will go into my entrepreneurship course. The ideas in it supply the life's blood of my professional activities: teaching, writing, and real estate. For entrepreneurial real estate go to www.yourstopforrealestate.com/blog and for entrepreneurial writing to www.kearneymusicschoolmurders.blogspot/com.