Chapter Fourteen

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Chapter Fourteen Leadership
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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

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Behavioral Styles Theory

• Ohio State Studies identified two critical
  dimensions of leader behavior.1. Consideration
  creating mutual respect and trust with
  followers2. 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

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Representation of Fiedlers Contingency Model
SituationalControl
High ControlSituations
Moderate Control Situations
Low ControlSituations
Leader-memberrelations Task Structure Position
Power
Good Good Good High High
High Strong Weak Strong
Good Poor Poor Low High
High Weak Strong Strong
Poor Poor Low Low
Strong Weak
Situation
I II III
IV V VI
VII VIII
Optimal LeadershipStyle
Task Motivated Leadership
Relationship Motivated Leadership
Task Motivated Leadership
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Houses 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- Employees task-
Authority system- Work group
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Normative Decision Theory

• Leaders select a style according to the amount of
  participation appropriate to the situation
• Authoritative (AI, AII)
• Consultative (CI, CII)
• Group-based (GI, GII)
• Delegative (DI)

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Situational Leadership
High
Selling
Participating
Relationship Behavior
Telling
Delegating
Task Behavior
Low
Unable and unwilling
Able and unwilling
Able and willing
Unable and willing
High
Low
Follower Readiness
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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

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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

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Transactional versus Charismatic Leadership
(continued)

• 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

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Skills and Best Practices Tips for Improving
Leader Effectiveness
Behavior Recommended Behaviors
Source CEOs Need to Listen, Examine, Assist,
The Arizona Republic, April 22, 2001, p D2.