Transcript Leadership Chapter Fourteen

Chapter Fourteen
Leadership
In-class exercise
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When you hear the word leader, who comes
to mind?
When asked why, what verb dominates your
explanation? For example, this leader
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Accomplished ___
Was able to ____
Did ___
Etc.
Chapter Fourteen Outline
Trait and Behavioral Theories of Leadership
•Trait Theory
•Behavioral Styles Theory
Situational Theories
•Fiedler’s Contingency Model
•Path-Goal Theory
•Hersey and Blanchard’s Situational Leadership Theory
Chapter Fourteen Outline (continued)
From Transactional to Charismatic Leadership
•How Does Charismatic Leadership Transform Followers?
•Research and Managerial Implications
Additional Perspectives on Leadership
•The Leader-Member Exchange (LMX) Model of Leadership
•Substitutes for Leadership
•Servant-Leadership
•Superleadership
Trait Theory
Leadership Traits: represent the personal characteristics that
differentiate leaders from followers.
•
Historic findings reveal that leaders and followers
vary by
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intelligence
dominance
self-confidence
level of energy and activity
task-relevant knowledge
Contemporary findings show that
- leadership prototype: people tend to perceive that someone is
a leader when he or she exhibits traits associated with
intelligence, masculinity, and dominance
- leadership prototypes culturally based
- credible leaders are honest, forward-looking, inspiring, and
competent
Trait Theory (continued)
•
Gender and leadership
- men and women were seen as displaying more task and
social leadership, respectively
- women used a more democratic or participative style
than men, and men used a more autocratic and directive
style than women
- men and women were equally assertive
- women executives, when rated by their peers, managers
and direct reports, scored higher than their male
counterparts on a variety of effectiveness criteria
Behavioral Styles Theory
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Ohio State Studies identified two critical dimensions of leader
behavior.
1. Consideration: creating mutual respect and trust with
followers
2. Initiating Structure: organizing and defining what group
members should be doing
University of Michigan Studies identified two leadership
styles that were similar to the Ohio State studies
- one style was employee centered and the other was job
centered
Blake and Mouton’s Managerial Grid represents four
leadership styles found by crossing concern for production and
concern for people
• Research shows that there is not one best style of
leadership. The effectiveness of a particular leadership style
depends on the situation at hand.
Representation of Fiedler’s Contingency
Model
Situational
Control
High Control
Situations
Moderate
Control Situations
Low Control
Situations
Leader-member
relations
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
I
IV
Situation
Optimal
Leadership
Style
II
III
Task Motivated
Leadership
V
VI
Relationship
Motivated
Leadership
VII
VIII
Task
Motivated
Leadership
House’s Path-Goal Theory
Employee Characteristics
- Locus of control
- Task ability
- Need for achievement
- Experience
- Need for clarity
Leader Behavior
- Path-goal clarifying
- Achievement oriented
- Work facilitation
- Supportive
- Interaction facilitation
(refer to p 355 for rest of revision)
Environmental Factors
- Task structure
- Work group dynamics
Leaderhip Effectivenes
- Employee motivation
- Employee satisfaction
-Employee performance
- Acceptance of leader
-Work unit performance
Hersey and Blanchard’s
Situational Leadership Theory
Figure 14-3
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
Skills and Best Practices: Tips for Improving
Leader Effectiveness
Behavior
Listen
Examine
Assist
Develop
Recommended Behaviors
Intensely listen to what others have to say.
Determine the true cause of performance
problems.
Think through problems from all perspectives. Do
not play favorites and find solutions that benefit
everyone involved.
Help others to learn from mistakes and errors.
Explain the rationale for decisions and implement
fair policies and procedures.
Encourage
Provide employees with the resources needed to
do a job. Gently push people to advance into
more demanding roles.
Recognize
Praise people for their good work. Focus on the
positive whenever possible.
Source: “CEO’s Need to Listen, Examine, Assist,” The Arizona Republic, April 22, 2001, p D2.
Transactional versus
Transformational Leadership
Transactional Leadership: focuses on the interpersonal
interactions between managers and employees
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Transactional Leaders
- use contingent rewards to motivate employees
- exert corrective action only when employees
fail to obtain performance goals
Transactional versus Transformational
Leadership (continued)
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Charismatic Leadership: emphasizes symbolic leader
behavior that transforms employees to pursue organizational
goals over self-interests
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Charismatic Leaders
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use visionary and inspirational messages
rely on non-verbal communication
appeal to ideological values
attempt to intellectually stimulate employees
display confidence in self and followers
set high performance expectations
For class discussion and Exercise: Should a leader
be both transactional and charismatic? In what situations would
it be important that transactional leadership dominate?
Charismatic?
Transformational Model of Leadership
Individual and
Organizational
Characteristics
• Traits
• Organizational
Culture
Leader
behavior
•Leader establishes a
vision
Effects on
followers and
work groups
•Increased intrinsic
motivation,
achievement
orientation, and goal
pursuit
Outcomes
•Personal
commitment
to leader and
vision
Charismatic Model of Leadership (cont)
Individual and
Organizational
Characteristics
• Traits
• Organizational
Culture
Leader
behavior
•Leader establishes
high performance
expectations and
displays confidence
in him/herself and
the collective ability
to realize the vision
•Leader models the
desired values,
traits, beliefs, and
behaviors needed to
realize the vision
Effects on
followers and
work groups
Outcomes
•Self-sacrificial
•Increased
identification with the behavior
leader and the
collective interests of
organizational
members
•Increased cohesion
among workgroup
members
•Organizational
commitment
•Task
•Increased selfmeaningfulness
esteem, self-efficacy, and satisfaction
and intrinsic interests
in goal
accomplishment
•Increased
individual
•Increased role
group, and
modeling of
charismatic leadership organizational
performance
The Leader-Member Exchange
(LMX Model)
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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
Research supports this model
Servant and Superleadership
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Servant Leadership represents a philosophy in which leaders
focus on increased service to others rather than to oneself.
A superleader is someone who leads others to lead
themselves by developing employees’ self-management skills.
Superleaders attempt to increase employees’ feelings of
personal control and intrinsic motivation.
Characteristics of the
Servant-Leader
1. Listening
Servant-leaders focus on listening to
identify and clarify the needs and desires of
a group.
2. Empathy
Servant-leaders try to empathize with
others’ feelings and emotion. An individual’s
good intentions are assumed even when he
or she performs poorly.
3. Healing
Servant-leaders strive to make themselves
and others whole in the face of failure or
suffering.
4. Awareness
Servant-leaders are very self-aware or their
strengths and limitations.
)
Characteristics of the
Servant-Leader (continued
5. Persuasion
6. Conceptualization
7. Foresight
Servant-leaders rely more on persuasion
than positional authority when making
decisions and trying to influence others.
Servant-leaders take the time and effort
to develop broader based conceptual
thinking. Servant-leaders seek an
appropriate balance between a shortterm, day-to-day focus and a long-term,
conceptual orientation.
Servant-leaders have the ability to foresee
future outcomes associated with a current
course of action or situation.
Characteristics of the
Servant-Leader (continued)
8. Stewardship
Servant-leaders assume that they are
stewards of the people and resources they
manage.
9. Commitment to
Servant-leaders are committed to people
beyond their immediate work role. They
commit to fostering an environment that
encourages personal, professional, and
spiritual growth.
10. Building
Community
Servant-leaders strive to create a sense of
community both within and outside the
work organization.
the growth of
people
Leadership: Organizational
Perspective
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From The Ropes to Skip and the Ropes to
Know, Ritti and Levy, 7th edition, Wiley
We have a fascination with “leaders”.
Do times make the leader or is a leader born?
What do we know?
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Leadership in organizations is “enacted”
Management efficacy or the capacity to produce
results attributed to leaders
Leadership: Organizational
Perspective
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Organizations provide a cultural context
which provides a notion of what an effective
leader is
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The organization must perform
Leader must play the role
Communication is crucial
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One needs to convince people
Must be seen as true
And relate to existing organizational culture