Leadership

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Leadership
Hitt et al Chapter 8 Abridged and Augmented

• MGT 5371-001
• Managing Organizational Behavior Design
• May 6-18-07
• John D. Blair, PhD
• Georgie G. William B. Snyder Professor in
  Management

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What is leadership and how does it differ from
management?

• Management promotes stability or enables the
  organization to run smoothly.
• Leadership promotes adaptive or useful changes.
• Persons in managerial positions may be involved
  with both management and leadership.
• Both management and leadership are needed for
  organizational success.

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What is leadership and how does it differ from
management cont.?

• Leadership is a special case of interpersonal
  influence that gets an individual or group to do
  what the leader or manager wants done.
• Forms of leadership.
• Formal leadership.
• Informal leadership.

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The Nature of Leadership

• The process of providing direction and
  influencing individuals or groups to achieve
  goals
• Effective leaders are concerned with doing the
  right things
• Create and communicate a vision of what the
  organization should be
• Communicate with and gain the support of multiple
  constituencies
• Persist in the desired direction even under bad
  conditions
• Create the appropriate culture and to obtain the
  desired results

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Approaches to leadership

• Trait and behavioral perspectives.
• Situational contingency perspectives.
• Attributional perspectives.
• New leadership perspectives.

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Six Core Traits of Leadership

• Drive
• Ambition
• Achievement motivation
• Persistence
• Tenacity
• Initiative
• Leadership motivation
• Desire to lead, influence others, assume
  responsibility, and gain power
• Socialized power motive
• Personalized power motive

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Six Core Traits of Leadership Cont.

• Honesty and integrity
• Truthful
• Maintain consistency between what they say and
  what they do
• Self-confidence
• Confident in their actions and show that
  confidence to others
• Learn from their mistakes
• React positively to stress
• Even-tempered
• Display appropriate emotions

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Six Core Traits of Leadership Cont.

• Cognitive ability
• High degree of intelligence
• Process complex information
• Deal with changing environments
• Knowledge of business
• Knowledge of business in which they are engaged
• Make better decisions
• Anticipate future problems
• Understand implications of their actions

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Michigan leadership studies

• Employee-centered supervisors.
• Place strong emphasis on subordinates welfare.
• Production-centered supervisors.
• Place strong emphasis on getting the work done.
• Employee-centered supervisors have more
  productive work groups than production-centered
  supervisors.

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Ohio State leadership studies

• Consideration.
• Concerned with peoples feelings and making
  things pleasant for the followers.
• Initiating structure.
• Concerned with defining task requirements and
  other aspects of the work agenda.
• Effective leaders should be high on both
  consideration and initiating structure.

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Comparison of Michigan and Ohio State Studies
Revised
Adapted from Exhibit 8-2 Comparison of
Employee-Centered and Job-Centered Concepts with
Consideration and Initiating Structure
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Houses path-goal theory of leadership

• Rooted in the expectancy model of motivation.
• Emphasizes how a leader influences subordinates
  perceptions of both work goals and personal goals
  and the links, or paths, found between these two
  sets of goals.

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Path-Goal Leadership Theory

• Leader behaviors
• Directive leadership
• Supportive leadership
• Achievement-oriented leadership
• Participative leadership
• Upward-influencing leadership\
• Situational factors
• Subordinates characteristics
• Characteristics of the work environment

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Path-goal theory predictions

• Directive leadership will have a positive impact
  on subordinates when tasks are ambiguous and the
  opposite effect when tasks are clear.
• Supportive leadership will increase the
  satisfaction of subordinates who work on tasks
  that are highly repetitive, unpleasant,
  stressful, or frustrating.

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Path-goal theory predictions cont.

• Achievement-oriented leadership will encourage
  subordinates to strive for higher performance
  standards and to have more confidence in their
  ability to meet challenging goals when
  subordinates are working at ambiguous,
  nonrepetitive tasks.
• Participative leadership will promote
  satisfaction on nonrepetitive tasks that allow
  for the ego involvement of subordinates.

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Attributional approaches to leadership

• Leadership prototypes.
• Peoples mental image of what a model leader
  should look like.
• Mix of specific and general characteristics.
• Prototypes may differ by country and national
  culture.
• The closer that a leaders behavior matches the
  prototype held by the followers, the more
  favorable the leaders relations and key
  outcomes.

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Attributional approaches to leadership Cont.

• Exaggeration of the leadership difference.
• Top leaders of organizations have little impact
  on profits and effectiveness compared to
  environmental and industry forces.
• Much of the impact of top leaders is symbolic.
• The romance of leadership refers to people
  attributing romantic, almost magical, qualities
  to leadership.

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Charismatic approaches to leadership

• Charismatic leaders, by force of their personal
  abilities, can have a profound and extraordinary
  effect on followers.
• Characteristics of charismatic leaders include
• High need for power.
• High feelings of self-efficacy.
• Conviction in the moral rightness of their
  beliefs.

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The Force Dark side versus bright side of
charismatic leadership

• Dark side.
• Emphasizes personalized power.
• Leaders focus on themselves.
• Bright side.
• Emphasizes socialized power.
• Leaders empower followers.

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Conger and Kanungos three-stage charismatic
leadership model

• Stage 1 the leader critically evaluates the
  status quo.
• Stage 2 the leader formulates and articulates
  future goals and a idealized future vision.
• Stage 3 the leader shows how the goals and
  vision can be achieved.

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Distant versus close-up Charismatics
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Transactional leadership

• Involves leader-follower exchanges necessary for
  achieving routine performance that is agreed upon
  by leaders and followers.
• Leader-follower exchanges involve
• Use of contingent rewards.
• Active management by exception.
• Passive management by exception.
• Abdicating responsibilities and avoiding
  decisions.

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Transformational leadership

• Leaders broaden and elevate followers interests,
  generate awareness and acceptance of the groups
  mission, and stir followers to look beyond
  self-interests.
• Dimensions of transformational leadership.
• Charisma.
• Inspiration.
• Intellectual stimulation.
• Individualized consideration.

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Leadership in self-managing work teams

• Leaders provide resources or act as liaisons with
  other units but without the trappings of
  authority associated with traditional first-line
  supervisors.
• Conditions for creating and maintaining team
  performance.
• Efficient, goal-directed effort.
• Adequate resources.
• Competent, motivated performance.
• A productive, supportive climate.
• Commitment to continuous improvement and
  adaptation.

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Can people be trained in the new leadership?

• People can be trained to adopt new leadership
  approaches.
• Leaders can devise improvement programs to
  address their weaknesses and work with trainers
  to develop their leadership skills.
• Leaders can be trained in charismatic skills.

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Is new leadership always good?

• Not always good.
• Dark-side charismatics can have negative effects
  on followers.
• Not always needed.
• Needs to be used in conjunction with traditional
  leadership.
• Applies at all levels of organizational
  leadership.

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Gender Effects on Leadership

• Do women lead differently than men?
• Structural-cultural model of leader behavior
• Often experience lack of power, lack of respect,
  and stereotypic expectations
• Thus will develop leadership styles different
  from those of men
• Socialization model
• All have been selected and socialized by the same
  organization
• Thus, men and women will display similar
  leadership styles
• Both women and men may be effective leaders when
  style matches the situation

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Substitutes for Leadership

• High in competitiveness
• High in need for independence
• Professional orientation

• Routineness
• Feedback
• Intrinsic satisfaction

• Highly formalized
• Rules
• Norms
• Policies
• Group cohesion