Leadership

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Leadership

• Chapter 6
• Models of Leadership
• National Context Contingency Model

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Introduction

• Leadership influencing group members to achieve
  goals
• Excellent leaders motivate their employees to
  achieve more than minimal requirements

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3 Classic Models of Leadership

• Leadership traits
• Trait models of leadership Are leaders born or
  made?
• The great person theory
• Leader behaviors
• Contingency leadership models

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Leadership Behaviors U.S. Perspective

• Two major types
• 1. Initiating structure task-centered
• leaders
• Give directions, establish standards
• 2. Consideration or person-centered leaders
• Focus on social and emotional needs of employees

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Leader Decision Making Styles

• Autocratic
• Benevolent
• Democratic
• Consultative or participative leadership style

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Which Style is Best? Contingency Theories

• Assumption
• Different styles and different leaders are more
  appropriate for different situations
• Fiedlers Leader-Member Exchange Theory
• Path Goal Theory

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Fiedler On Leadership

• Success depends on
• 1. Leader/subordinate relationships
• 2. Subordinates' tasks
• 3. Power of the leader
• Effectiveness style matches situation

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Path-Goal Theory

• Identifies four types of leadership styles
• Directive
• Supportive
• Participative
• Achievement-oriented

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Path-Goal Theory Fits

• Subordinates
• Needs
• Abilities
• Work experience
• Work environment
• Organizational Design
• Job Characteristics
• Work group

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The National Context Contingency Model

• Leadership traits and behaviors are influenced by
  the national context
• Most effective traits and behaviors in motivating
  subordinates depends on
• Subordinate characteristics
• Work setting

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Preferred Leadership Traits
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National Context Leader Behaviors

• Regardless of cultural background, leaders use
  both person and task-centered behaviors
• Different behaviors communicate leadership style
• Different influence tactics preferred

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Preferred Influence Tactics
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National Context Subordinate Expectations

• Differences in legitimate prerogatives of
  leadership
• High PD - autocratic leadership
• Low PD - leader be more like them
• Strong Masc norms - more authoritarian leadership
  
• Strong UA norms - expect the leader to provide
  more direction

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National Context Work Setting

• Organizational designs
• Adhocracy
• Professional bureaucracy
• Full bureaucracy
• Family bureacracy
• Job Structured/unstructured routine/non-routine
• Work Group