Transcript Theoretical Perspectives on Leadership

Theoretical Perspectives
on Leadership:
Situational Leadership Theory
Leader-Member Exchange Theory
Outline
• Hersey and Blanchard’s Situational Leadership
Theory (SLT)
• Leader Member Exchange Theory (LMX)
• Perspective-Taking Exercise
Hersey and Blanchard’s
Situational Leadership Theory
Leader: decreasing need for support and supervision
Situational Leadership Theory
• Emphasizes the situational contingency of
maturity, or “readiness,” of followers.
• Readiness is the extent to which people have the
ability and willingness to accomplish a specific
task.
Situational Leadership Theory
• Appropriate leadership style is contingent on the
followers’ readiness
– Readiness - extent to which people have the ability and
willingness to accomplish a specific task
• Based on two leadership dimensions
– Task (or directive) behaviors
– Relationship (or supportive) behaviors
Situational Leadership Theory
• Posits four stages follower readiness:
– R1: Low readiness
• followers are unable and unwilling
– R2: Low to moderate readiness
• followers are unable but willing
– R3: Moderate to high readiness
• followers are able but unwilling
– R4: High readiness
• followers are able and willing
The Four Leadership Styles
Situational Leadership Theory
• Four specific leadership styles (incorporating
directive & supportive leadership dimensions):
– Telling: high task-low relationship leadership
– Selling: high task-high relationship leadership
– Participating: low task-high relationship leadership
– Delegating: low task-low relationship leadership
Matching Leadership style with
Development Level
• Leader style and follower readiness.
– A telling style is best for low readiness.
– A selling style is best for low to moderate readiness.
– A participating style is best for moderate to high
readiness.
– A delegating style is best for high readiness.
Hersey and Blanchard’s Situational
Leadership Model
Hersey and Blanchard’s
Situational Leadership Theory
Leader Behavior
Relationship Behavior
(supportive behavior)
High
Low
Low
High
R4
Participating
S3
Share ideas and
facilitate in
decision making
Selling
S2
Explain decisions and
provide opportunity for
clarification
Delegating
S4
Turn over
responsibility for
decisions and
implementation
Telling
S1
Provide specific
instructions and closely
supervise performance
Task Behavior
High
Follower Readiness
Moderate
R3
R2
Follower-Directed
Low
R1
Leader-Directed
The Leader-Member Exchange
Approach
• Stresses the importance
of variable relationships
between leaders and each
of their followers.
The Leader-Member Exchange
(LMX Model)
• This model is based on the idea that one of two
distinct types of leader-member exchange
relationships evolve, and these exchanges are
related to important work outcomes.
• - in-group exchange: a partnership characterized by
mutual trust, respect and liking
• - out-group exchange: a partnership characterized by
a lack of mutual trust, respect and liking
The Leader-Member Exchange
LMX Model
Leader
F
5
F
1
F
4
Out-group
•viewed as incompetent,
untrustworthy, and poorly
motivated
F
3
F
2
In-group
•viewed as competent,
trustworthy, and highly
motivated
LMX Model
• Stages of Relationship Development
– Phase 1: Testing and assessment
– Phase 2: Development of trust
– Phase 3: Creation of emotional bond
Factors Influencing the
Relationship
• Member attributes influence relationship
• extroversion
• abilities
• ingratiation behaviors
• Affective responses influence the relationship
– perceived similarity
• attraction
– leads to increased interaction
• trust
Outcomes of LMX
• High-LMX relationship groups tends to
outperform low-LMX relationship groups
• Outcomes:
–
–
–
–
–
Productivity
Job satisfaction
Organizational commitment
Employee resignation
Salary and promotion
Gender and LMX
• Gender differences influence interactions
• Mixed gender relationships
– supervisors rate performance lower
– supervisors report liking subordinate less
– subordinates experience greater role ambiguity
Perspective-Taking
• Ability to “read” leader or member important in LMX
• Use role-taking skills to entertain the point of view of
another
• Associated with
–
–
–
–
–
+patience
+reasonableness
+sensitivity
-aggressiveness
-sarcasm
Perspective-Taking Exercise
• Instructions. This task will be similar to a game
of Pictionary. You have each been given a card
with a word on it. First, one of you will draw in
order to get your partner to say the word on
your card. Then, your partner will draw for you.
It makes no difference who goes first and who
goes second. You are to draw anything you wish
to draw in order to get your partner to say the
word on your card.
Exercise Rules
1) While drawing, you may not speak to your partner or
use hand gestures to communicate with your partner.
2) You may not use numbers, letters, or the number sign
(#) in your drawings.
3) You may not write any part of the word, even if your
partner has said a part of the word.
4) Your partner must say the word EXACTLY as it
appears on the card.
5) You will have 3 minutes in which to draw and for your
partner to guess.
Good Luck!!
Perspective-Taking Questions
• When you were drawing, did you draw toward
yourself or toward your partner?
• How do you think your score on the perspectivetaking questionnaire might relate to your
performance on this task?
• How do you think one’s tendency or ability to
take the perspective (i.e., point of view) of
another might influence the ways in which leaders
and subordinates interact?