Welcome to BUSI1323

Leadership in Organisations
Lecture 2: What is in our minds? Dr Neela S.
Mühlemann
Lecturer in
Human Resource
Management and
Organisational Behaviour
Business School
Reminder:
Assignment First sit
assessments
Deadline or
exam period
Weighting Maximum
out of 100%* length

Leader Portrait & Formative Presentation: 0% A1

assignment: In class Tutorial 8 ppt-slide
Leadership Report Group Poster
presentation
Summative Submission: 100 % 3000 words
assignment: 6th April 2023,
Individual 11.30pm
about a female Leadership
business leader or Report
business leader with
an ethnic minority
background.
 Support on Moodle

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What will we
learn today?
Learning Objectives  Learn how we perceive leadership
 Increase our self-awareness about implicit
leadership theories
 Understand what are the challenges for
women and leaders from ethnic minority
backgrounds  Assignment Support

5
  Person-centred approach
What will we  Personality and charisma
learn today?  Motivation to lead
 Perceptual approach
Leadership approach  Implicit Leadership Theories
and concepts  Context and contingency approach
 Leader-Follower approach
 Group approach
 Inter-group approach

6
Remember last week’s topic
Person-centred approach: Motivation to Lead

 Are your score close to the average of

students in this module?
Mean value = 4.36
Standard Deviation = 0.79
(on a scale from 1=strongly disagree to
7=strongly agree  quite in the middle of the
scale)
 Does your score align with how you
experience yourself when working in
groups?
 Low score? Think why that might be?
Remember last week’s topic
Person-centred approach: Motivation to Lead
 Gender did not predict MTL  Ethnicity did not predict MTL
(F(1)= .63, p =.429, n.s.). (F(4)= .65, p =.628, n.s.).
Motivation to Lead Motivation to Lead
Remember last week’s topic
Person-centred approach: Motivation to Lead
 Motivation to Lead (MLT) was Motivation to Lead
not predicted by Ethnicity * 2022/2023
Gender Interaction
(F(4)= .98, p =.422, n.s.).

 The interaction between

ethnicity and gender explains
5% of variance in MLT.
Remember last week’s topic
Person-centred approach: The Great Man
 Assumption: Effective leaders possess special characteristics
(e.g., charismatic personality, dominance etc.)

Elon Musk Jeff Bezos Mark Zuckerberg

Position: CEO Position: Founder Position: Co-founder, CEO
Company: Tesla Company: Amazon Company: Facebook, Meta
Remember last week’s topic
Person-centred approach: The Great Man
 What about Great Women?

Susan Wojcicki Mary T. Barra Indra Nooyi

Position: CEO Position: CEO Position: CEO
Company: YouTube Company: General Motors Company: PepsiCo
They often do not
come to our minds
when we think
about leaders Black Box

Why?
Perceptual Implicit leadership theories are everyday
theories that individuals hold about
Approach leaders in general (or ideal leaders)
Implicit leadership
theories (ILTs)  mental representations of leaders
 similar to stereotypes
 influence how an individual acts toward
leaders or as leaders

(Schyns & Riggio, 2016)

(In-)Congruence
 Individuals are
motivated to lead
because they see
themselves as being
similar or better to their
Implicit Leadership
Theory (ILT)

(DeRue & Ashford, 2010; Schyns, et al., 2020)

Theories of gender and power:
Leadership stereotypes
Three of the most prominent theories
1. Heilman's lack of fit model (1989)
2. Rudman's status incongruity
hypothesis (2012)
3. Eagly and Karau's role incongruity
theory of prejudice against female
leaders (2002)
All emphasise beliefs about women, in
general, are less qualified for leadership
roles than men
“Here is my dilemma...as a woman in a
high public position or seeking the
presidency as I am, you have to be
aware of how people will judge you for
being, quote, ‘emotional.’ And so it's a
really delicate balancing act—how you
navigate what is still a relatively narrow
path—to be yourself, to express
yourself, to let your feelings show, but
not in a way that triggers all of the
negative stereotypes.”
Hillary Rodham Clinton
(Clinton, 2016)
“I don't think a woman should be Theories of gender and power:
in any government job whatever.
I mean, I really don't. The reason Leadership stereotypes
why I do is mainly because they
are erratic. And emotional. Men
are erratic and emotional, too,
but the point is a woman is more To what extent do you agree with
likely to be”
this statement?
Go to Menti.com
For more on emotions and leadership,
see essential reading Brescoll (2016)
Experiences of
Gender & Leadership
Stereotypes

Read the interview

https://1stwomenuk.co. Dany Cotton,
uk/2021/03/03/first-wo
men-interview-with-da Position: Former Chief Fire Comissioner
ny-cotton/
Company: London Fire Brigade
 Leadership
 Leadership effectiveness is
effectiveness determined also by follower’s
perceptions of him/her/their as
In order to be a great leader, an appropriate or effective leader
it is not enough to “do great
things”
 One’s greatness also has to be
appreciated by others one’s
actions have to be recognised by
them as constituting leadership

(e.g., Atkins & Wood, 2006; Eden & Leviatan, 1975; Heilman, 1983; Junker, Schyns, van Dick, &
Scheurer, 2011; Schyns & Day, 2010; Scullen, Mount, & Goff, 2000; Weiss & Adler, 1981).
What are the Can you think of any practical
practical implications of implicit
implications? leadership theories for
organisations, their leaders and
employees?

Share your ideas on Menti.com

Go to Menti.com
What are the  Employee ratings often determine
practical promotion decisions or financial
implications? bonuses

Promotion decisions  Implicit theories bias the rating of

can be biased actual leader behaviour

 Instead of rating observed behaviour,

raters rely on their impressions of
leadership and followership.
What are the
practical
implications?
At every step up the
corporate ladder, women
and men of colour lose
grounds to white men.

Source:
https://www.mckinsey.com/featured-insights/diversity-and-
inclusion/women-in-the-workplace
What are the
practical
implications?
Traditional leader(ship)
trainings focusing on
individuals’ skills and
behaviours are insufficient
Leadership trainings should
 include leaders and followers to
 create awareness about socially
shaped perceptions of leadership
and
 implications of implicit leadership
theories
What should I read for more inspiration
(and knowledge)?
Essential Readings
Brescoll, V. L. (2016). Leadin
g with their hearts? How ge
nder stereotypes of emotio
n lead to biased evaluation
s of female leaders.
The Leadership Quarterly,
27(3), 415-428.
Optional Readings
Schyns, B., Kiefer, T., Kerschreiter, R., & Tymon, A. (2011).
Teaching implicit leadership theories to develop leaders and leadership: How and
why it can make a difference. Academy of Management Learning & Education, 10(
3), 397-408.
Book Leadership in Organisations
by Gary Yukl
Click here for online
access to book.
  What you will learn:
Next week’s Understand the context and how we can
session topic manage projects successfully
 Fiedler’s Least-preferred co-worker theory
 Relationship-oriented vs. task-oriented leadership

Managing tasks or In Tutorial 3, we will form your assignment

people? group and start working on the formative
assignment.
THANK YOU
Dr Neela S.
Mühlemann
Lecturer in
Human Resource
Management and
Organisational Behaviour
Business School

Follow me on Twitter Follow me on LinkedIn

@NeelaMuhlemann www.linkedin.com/in/drnsmuhlemann