Leadership

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Leadership

• Ability to influence a group toward the
  achievement of goals
• I) Trait Theories
• II) Behavioral Theories
• III) Contingency Theories

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Trait Theories

• Traits can predict leadership
• Leaders born as leaders
• Personality characteristics- Big Five
• Extroversion assertive, sociable
• Agreeableness cooperative, warm
• Conscientiousness responsible, organized,
  dependable, reliable
• Emotional stability calm, self-confident
  (persons ability to withstand stress)
• Openness to experience creative, curious

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II) Behavioral Theories

• 1) Ohio State Studies Questions were asked to
  subordinates about their feelings perceptions
  concerning their leaders
• Initiating structure Behavior attempting to
  organize work, relationships goals
• Consideration Person having job relationships
  characterized by mutual trust, respect for
  subordinates goals regard for their feelings

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2) University of Michigan Studies

• Product-oriented Emphasize technical task
  aspects of the job
• Employee-oriented Emphasize interpersonal
  relationships taking personal interests in the
  needs of their subordinates
• gt Higher group activity higher job satisfaction

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3) The Managerial Grid

• Two dimensions, which a leader gives importance
• (1.1) Impoverished
• (1,9) Country club
• (5,5) Middle-of-the-road
• (9.1) Task oriented
• (9,9) Team oriented

Concern for people
Concern for production
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II) Contingency Theories

• 1) The Fiedler Model An individuals leadership
  style is essential in success. LPC
  (Least-preferred co-worker) questionnaire.
• 16 objectives (pleasant/unpleasant,
  open/guarded...) Situations
• Leader-member relations
• Task structure
• Position power
• Change leader to fit the position or vice versa.

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2) Leader-Member Exchange Theory

• Leaders establish a special relationship with a
  small group of followers
• gt In-group Higher performance ratings, lower
  turnover intentions, greater satisfaction with
  their superiors, higher overall satisfaction than
  those in out-group

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3) Path-Goal Theory

• Leaders job is to assist his/her followers in
  attaining their goals goals being compatible
  with organization
• Leaders behavior is acceptable immediate source
  of current future satisfaction Motivational
• Makes subordinate need satisfaction contingent on
  effective performance
• Provides coaching, guidance, support rewards
  necessary for effective performance

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Environmental Contingency Factors Task
Structure Formal authority system Work group
Leader behavior Directive Supportive Participati
ve Achievement-oriented
Outcomes Performance Satisfaction
Subordinate Contingency Factors Locus of
control Experience Perceived ability
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4)Leader-Participation

• Leadership behavior participation in decision
  making are related
• 7 Questions about structure, decision-making and
  subordinates gt Decision Tree gt Leadership
  styles (Autocratic, Supportive, Participative)

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Inspirational Approaches to Leadership

• I) Charismatic Leadership Vision, willingness to
  take risks to achieve that vision, sensitivity to
  followers needs, exhibiting behaviors that are
  out of ordinary
• Dark Side Sometimes recklessly used
  organizational resources for their personal
  benefits

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Leadership

• II) Transactional Leadership Ohio-State,
  Fiedler, Path-Goal Theory- Motivate their
  followers in the direction of established goals
  by clarifying role task requirements
• Laissez-faire Most passive, least effective
• Management by exception Ineffective, available
  only when a problem occurs
• Contingent reward can be effective, but will not
  get employees to go beyond the call of duty

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III) Transformational Leadership

• Encourage followers to be more innovative
  creative
• Idealized influence Behaving in admirable ways
  that cause followers to identify with the leader
• Inspirational motivation Articulating a vision
  that is appealing inspiring the followers
• Intellectual stimulation Taking risks,
  soliciting followers ideas gt encourage
  creativity in followers
• Individualized consideration Attending each
  followers needs

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IV) Authentic Leadership

• Role of ethics trust
• Authentic leaders know who they are, know what
  they believe in and value act on these values
  and beliefs openly
• Their followers consider them as ethical people