Chapter 8: Leading Effectively

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Chapter 8 Leading Effectively

• Is it different from management?
• Definition ability to influence a group toward
  the achievement of goals.
• Idea or vision person. The "vision" thing.
• An environment creator
• Formulate and communicate a clear image of
  purpose and future direction. Change agents.
• Shape the ________ and ___________ of stakeholders

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Trait Perspective

• Leaders are born, not made
• Results On average, leaders tend to be more
  intelligent, self-confident, self-monitoring,
  have a higher need for achievement and power and
  are taller.
• Are you really born with these traits?
• But no guarantee of success in all situations
• Behavioral Perspective
• Its not their traits as much as their style

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• Ohio State, Michigan and Blake and Mouton models
• Task-oriented (initiating structure)
• People-oriented (consideration)
• Successful leaders (higher performing unit, low
  turnover) are ___________ , unsuccessful leaders
  are low on both.
• Managerial roles -
• Interpersonal contact - Figurehead, liaison
• Information processing - Spokesman, monitor
• Decision-making - Change initiator, resource
  allocator

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Theory X/Theory Y (McGregor)

• Theory X - assumes people are lazy, extrinsically
  motivated, incapable of self-discipline, and want
  security with no responsibility
• Theory Y - assumes people do not inherently
  dislike work, are intrinsically motivated, exert
  self-control and seek responsibility
• The behavioral approaches also have not been very
  successful at predicting leader effectiveness at
  all times in all situations
• Vague prescription Be ambitious and consider the
  task and people.

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Situational Theories

• Fiedlers Theories
• Leaders style relatively f_____, you are who you
  are, so if that doesnt fit the situation, change
  the situation.
• Least Preferred Coworker (LPC) - What does it
  mean?
• Only Fiedler seems to know. Does it work? Yes.
• High - relationship oriented low - t___ oriented
• Now whats the situation Favorable or
  unfavorable?
• Leader-member situation - Willingly follow?
• Task structure - Clearly defined?
• Position power - Level of official power.
• See - table 8-3. General task oriented best for
  very unfavorable or very favorable.

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Path-Goal Theory

• Loosely based on expectancy theory (table 8-4)
  Influence a subordinates perception of the goal
  and how to get there (E,I V). So a style is
  good if it either increase desire for goal
  attainment or clarifies the path depending on the
  situation.
• Four management styles
• Directive - leader tell subordinates
• Supportive - leader shows concern
• Participative - leader involves subordinates
• Achievement-oriented - leader helps set goals
• Situations
• Authority, task structure worker skills and
  needs, culture
• Example Concentrate on supportive and not
  directive if high task structure, high
  authority, highly skilled workers.

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Vroom-Yetton Normative Decision theory

• See Table 8-5 and Figure 8-3
• Styles vary from authoritative, c___________,
  delegative to group participation.
• Also depends on time and other factors as well.
• Conclusion Leaders can and must be flexible.
• Conclusion Research is fairly supportive.

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Life-Cycle or Situational Leadership (Hersey
Blanchard)

• Select a style that is most appropriate depending
  on the subordinates ability and willingness to to
  complete the task.
• Tens to change over time, so style needs to
  change also, from directive to delegative.
• See figure 8-4

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Substitute for leadership

• Characteristics of the subordinate, task or
  organization can mitigate whether any leadership
  is needed at all.
• see table 8-6
• So if it is hard to find or identify good
  leaders, change the situation.
• Leadership Neutralizers - i..e. Indifference to
  any reward
• Situational conclusion
• Measurement instruments are q____________
• tend to advocate a Researchers (promoters)
  position
• ignore to exclude other important variables like
  time

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Leading by Focusing on Followers

• Leader-member exchange theory - leaders swap
  resources for commitment and effort
• Subordinates in the leader's "in-group" perform
  better and greater satisfaction
• Main contribution - leaders differentiate between
  subordinates
• Attributional Model
• Deals with leaders attribution of the cause of
  subordinates behavior
• If biased, leaders may perceive success as
  related to their actions, while failure might be
  attributed to other factors
• Operant Conditioning
• Leaders will behave certain way and the employee
  response will either reinforce or extinguish that
  behavior.

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More Contemporary Perspectives

• Return to trait and behavior
• Charismatic leadership (table 8-7) - Compelling
  vision, clearly communicate it, and they
  consistently demonstrate and focus on it. Tap
  into people's emotions.
• Not always good
• Transformational Leadership (versus
  transactional)
• Charisma plus c____________ of the worker
• Intellectual stimulation Provides vision and
  stimulates followers to reach for it.
• Individualized consideration support,
  encouragement and attention to followers
• Inspirational Motivation (symbols, slogans)
• Superleadership - transformational plus ability
  to make people self-leaders (find your own goals,
  path and rewards)