Transcript LEADERSHIP - University of Hawaii at Hilo

LEADERSHIP
Management vs. Leadership



Leadership and management are two
different terms
Management involves developing
formal plans and monitoring results
Leadership is about coping with
change and establishing a vision
Leadership

The ability to influence a group
toward the achievement of goals

Not all leaders are managers

Not all managers are leaders
Theories of Leadership



Trait theories
Behavioral theories
Contingency theories
Trait Theories




Personal traits or qualities that
differentiate leaders
Charisma, enthusiasm, courage
Research has not reveled a set of specific
traits of the effective leader
Leaders are born rather than made
Behavioral Theories




Behaviors rather than traits
differentiate leaders from nonleaders (Leaders are made not born)
Ohio State Studies
University of Michigan Studies
The Managerial Grid
Ohio State Studies


Identified in the late 1940s
Two categories of leader behavior
• Initiating Structure -refers to the extent to
which a leader is likely to define and structure
his or her role and those of employees in the
search for goal attainment
• Consideration – refers to the extent to which a
person is likely to have job relationships that
are characterized by mutual trust, respect for
employees’ ideas, and regard for their feelings
Ohio State Studies

Research showed that leaders who
are high in both dimensions tend to
achieve high employee performance
and satisfaction more frequently than
those rated low on either or both
dimensions (high concern for task
and high concern for people)
University of Michigan Studies


Studies undertaken about the same
time as the Ohio State studies
Also identified two dimensions of
leadership behavior
• Employee-oriented (emphasis on
interpersonal relationships)
• Production-oriented (emphasis on the
technical aspects of task)
University of Michigan Studies

Research showed:
• leaders who were employee-oriented
were associated with higher work
productivity and job satisfaction
• Leaders who were production-oriented
tended to be associated with low group
productivity and lower job satisfaction
The Managerial Grid


A graphic portrayal of a twodimensional view of leadership style
developed by Blake and Mouton
A nine-by-nine matrix outlining 81
different leadership styles
(Low)
Concern for People
(High)
Blake & Mouton Managerial Grid
1,9
9,9
“Laissez-faire” type
1,8
1,7
1,6
1,5
5,5
1,4
1,3
1,2
1,1 2,1 3,1 4,1 5,1 6,1 7,1 8,1 9,1
(Low)
Concern for Production
Best
“Authority”
type
(High)
Contingency Theories


Leadership success may be
contingent on the match between the
leadership style and the situation
Fiedler Model
Fiedler Contingency Model




Proposes that effective group performance
depends on the proper match between the
leader’s style and the degree to which the
situation gives control to the leader
Leader-member relations: The degree of
confidence, trust, and respect employees have in
their leader
Task structure: The degree to which the job
assignments are procedurized (structured)
Position power: The degree of influence the
leader has over power variables such as hiring,
firing, promotions, increases
Task Oriented
Fiedler Model
(poor) Performance (good)
Relationship
Oriented
Leader-Member Good
Good
Good
Good
Poor
Poor
Poor
Poor
Task Structure
High
High
Low
Low
High
High
Low
Low
Position Power
Strong
Weak
Strong
Weak
Strong
Weak
Strong
Weak