Transcript Chapter 2

Chapter 2
Traits, Behaviors, and
Relationships
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Chapter Objectives
• Identify personal traits and characteristics that are
associated with effective leaders.
• Recognize autocratic versus democratic leadership
behavior and the impact of each.
• Know the distinction between people-oriented and taskoriented leadership behavior and when each should be
used.
• Understand how the theory of individualized leadership
has broadened the understanding of relationships
between leaders and followers.
• Recognize how to build partnerships for greater
effectiveness.
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The Trait Approach
Traits: the distinguishing personal
characteristics of a leader, such as
intelligence, honesty, self-confidence,
and appearance
Great Man Approach: a
leadership perspective that sought to
identify the inherited traits leaders
possessed that distinguished them
from people who were not leaders
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Ex. 2.1
Personal Characteristics of
Leaders
Personal Characteristics
• Energy
• Physical stamina
Intelligence and Ability
• Intelligence, cognitive ability
• Knowledge
• Judgment, decisiveness
Personality
• Self-confidence
• Honesty and integrity
• Enthusiasm
• Desire to lead
• Independence
Social Characteristics
• Sociability, interpersonal skills
• Cooperativeness
• Ability to enlist cooperation
• Tact, diplomacy
Work-Related Characteristics
• Drive, desire to excel
• Responsibility in pursuit of
goals
• Persistence against obstacles,
tenacity
Social background
• Education
• Mobility
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Behavior Approaches
Autocratic: a leader who tends to
centralize authority and derive power
from position, control of rewards, and
coercion
Democratic: a leader who delegates
authority to others, encourages
participation, relies on subordinates’
knowledge for completion of tasks, and
depends on subordinate respect for
influence
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Ex. 2.2
Leadership Continuum
Subordinate-Centered
Leadership
Boss-Centered
Leadership
Use of authority by manager
Area of freedom for subordinates
Manager makes
decisions and
announces it
Manager presents
ideas and invites
questions
Manager “sells”
decision
Manager
presents
problems,
gets sugg.
makes
changes
Manager
presents tentative
decision subject
to change
Manager
permits
subordinates
to function
within limits
defined by
superior
Manager
defines limits,
asks group
do make
decision
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Ohio State Studies
Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement
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University of Michigan Studies
Employee-centered: a
leadership behavior that displays a
focus on the human needs of
subordinates
Job-centered: leadership behavior in
which leaders direct activities toward
efficiency, cost cutting, and scheduling,
with an emphasis on goals and work
facilitation
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Ex. 2.3
5,5
Middle-of-the-Road
Management
Impoverished Management
1,1
Low
9,9
Team Management
1,9
Country Club Management
Concern for People
High
The Leadership Grid Figure
®
Low
Concern for Results
Authority-Compliance
Management
9,1
High
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Ex. 2.4
Themes of Leader Behavior
Research
People-Oriented
Task-Oriented
Ohio State University
Consideration
Initiating Structure
University of Michigan
Employee-Centered
Job-Centered
University of Texas
Concern for People
Concern for Production
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Stages of Development of
Individualized Leadership
Ex. 2.5
1.
Vertical Dyad Linkage
Leaders’ behaviors and traits have different
impacts across followers, creating in-groups
and out-groups
2.
Leader-Member Exchange
Leadership is individualized for each
subordinate. Each dyad involves a unique
exchange independent of other dyads.
3.
Partnership Building
Leaders can reach out to create a
positive exchange with every subordinate.
Doing so increases performance.
4.
Systems and Networks
Leader dyads can be created in all
directions across levels and boundaries to
build networks that enhance performance.
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Leader Behavior Toward InGroup versus Out-Group Members
Ex. 2.6
In-group
• Discusses objectives; gives
employee freedom to use his
or her own approach in solving
problems and reaching goals
• Listens to employee’s
suggestions and ideas about
how work is done
• Treats mistakes as learning
opportunities
Out-Group
• Gives employee specific
directives for how to
accomplish tasks and
attain goals
• Shows little interest in
employee’s comments
and suggestions
• Criticizes or punishes
mistakes
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Ex. 2.6 (contd.)
In-Group
• Gives employee interesting
assignments; may allow
employee to choose
assignment
• Sometimes defers to
subordinate’s opinion
• Praises accomplishments
Out-Group
• Assigns primarily
routine jobs and
monitors employee
closely
• Usually imposes own
views
• Focuses on areas of
poor performance
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Leader-Member Exchange (LMX)
An individualized leadership model
that explores how leader-member
relationships develop over time and
how the quality of exchange
relationships impacts outcomes
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PARTNERSHIP BUILDING
Build positive
Relationships with all
Use Open
Communications
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Summary
*Leadership – as an influence relationship among leaders
and followers who intend “Real Change” and outcomes that
reflect their shared purpose.
*They take personal responsibility to make things happen
*Concepts of Leadership have evolved overtime
*The biggest challenge facing leaders today is the changing
world that wants a new Paradigm of leadership!
*New reality involves the shift from stability to change and
crisis management from control to empowerment and from
competition to collaboration, from uniformity to diversity.
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