Transcript Chapter 14 Leadership.ppt

Chapter Fourteen
Leadership
Research Findings
• Information from research studies on
leadership
14-1a
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
14-1b
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
14-2a
Trait Theory
Leadership Traits: represent the personal characteristics that
differentiate leaders from followers.
• Historic findings reveal that leaders and followers
vary by
- intelligence
- dominance
- self-confidence
- level of energy and activity
- task-relevant knowledge
• Contemporary findings show that
- people tend to perceive that someone is a leader when he or
she exhibits traits associated with intelligence, masculinity, and
dominance
- people want their leaders to be credible
- credible leaders are honest, forward-looking, inspiring, and
competent
14-2b
Trait Theory (continued)
•
Gender and leadership
- 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
14-3
Behavioral Styles Theory
• 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.
Skills and Best Practices: Tips for Improving
Leader Effectiveness
14-4
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.
14-6
Figure 14-2
House’s Path-Goal Theory
Employee Characteristics
- Locus of control
- Task ability
- Need for achievement
- Experience
- Need for clarity
-
Leadership Styles
Directive
Supportive
Participative
Achievement oriented
Employee Attitudes
and Behavior
- Job satisfaction
- Acceptance of leader
- Motivation
Environmental Factors
- Employee’s task
- Authority system
- Work group
Hersey and Blanchard’s
Situational Leadership Theory
14-7
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
14-8a
Transactional versus Charismatic
Leadership
Transactional Leadership: focuses on the interpersonal
interactions between managers and employees
• Transactional Leaders
- use contingent rewards to motivate employees
- exert corrective action only when employees
fail to obtain performance goals
Transactional versus Charismatic
Leadership (continued)
14-8b
• Charismatic Leadership: emphasizes symbolic
leader behavior that transforms employees to pursue
organizational goals over self-interests
• Charismatic Leaders
-
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: Should a leader be both
transactional and charismatic? Is charismatic
leadership only critical for senior executives and not
for entry level supervisors or managers?
14-9a
Figure 14-4a
Charismatic 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
14-9b
Figure 14-4b
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
14-10
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
• Research supports this model
14-11
Hands-on
Exercise
Assessing your Leader-Member
Exchange (LMX)
• What is the overall quality of your LMX?
• What are the career and performance implications of
your LMX?
• How might you improve your LMX?
• Who owns the quality of a LMX (the employer or
manager)? Explain.
14-12
Substitutes for Leadership
• Substitutes for leadership
• represent situational variables that can substitute for, neutralize, or
enhance the effects of leadership.
• Research shows that substitutes for leadership directly
influence employee attitudes and performance.
14-13a
Table 14-1a
Substitutes for Leadership
Characteristic
RelationshipOriented or
Considerate
Leader
Behavior is
Unnecessary
Task-Oriented or
Initiating
Structure Leader
Behavior is
Unnecessary
Of the Subordinate
1. Ability, experience, training, knowledge
X
2. Need for Independence
X
X
3. “Professional” orientation
X
X
4. Indifference toward organizational rewards
X
X
Of the Task
5. Unambiguous and Routine
X
6. Methodically invariant
X
7. Provides its own feedback concerning
accomplishment
X
8. Intrinsically satisfying.
X
14-13b
Table 14-1b
Substitutes for Leadership (cont)
Characteristic
Relationship
-Oriented or
Considerate
Leader
Behavior is
Unnecessary
Task-Oriented or
Initiating
Structure Leader
Behavior is
Unnecessary
Of the Organization
9. Formalization (explicit plans, goals, and areas
of responsibility)
X
10. Inflexibility (rigid, unbending rules and
procedures)
X
X
11. Highly specified and active advisory and staff
functions
X
X
12. Closely knit, cohesive work groups
X
X
13. Organizational rewards not with the leader’s
control
14. Spatial distance between superior and
X
subordinate
Source: Adapted from S Kerr and J M Jermier, “Substitutes for Leadership:Their Meaning and
Measurement,” Organizational Behavior and Human Performance, December 1978, pp 375-403
14-14
Servant and Superleadership
• 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’ selfmanagement skills.
• Superleaders attempt to increase employees’
feelings of personal control and intrinsic
motivation.
Characteristics of the
Servant-Leader
14-15a
Table 14-2a
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.
14-15b
Table 14-15b
Characteristics of the
Servant-Leader
(continued
)
5. Persuasion
Servant-leaders rely more on persuasion
than positional authority when making
decisions and trying to influence others.
6. Conceptualization 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.
7. Foresight
Servant-leaders have the ability to foresee
future outcomes associated with a current
course of action or situation.
14-15c
Table 14-2c
Characteristics of the
Servant-Leader (continued)
8. Stewardship
9. Commitment to
the growth of
people
10. Building
Community
Servant-leaders assume that they are
stewards of the people and resources they
manage.
Servant-leaders are committed to people
beyond their immediate work role. They
commit to fostering an environment that
encourages personal, professional, and
spiritual growth.
Servant-leaders strive to create a sense of
community both within and outside the
work organization.s