Leadership

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Chapter Fourteen
Leadership
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In-class exercise

• When you hear the word leader, who comes to mind?
• When asked why, what verb dominates your
  explanation? For example, this leader
• Accomplished ___
• Was able to ____
• Did ___
• Etc.

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Chapter Fourteen Outline

• Trait and Behavioral Theories of Leadership
• Trait Theory
• Behavioral Styles Theory
• Situational Theories
• Fiedlers Contingency Model
• Path-Goal Theory
• Hersey and Blanchards Situational Leadership
  Theory

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Chapter Fourteen Outline (continued)

• From Transactional to Charismatic Leadership
• How Does Charismatic Leadership Transform
  Followers?
• Research and Managerial Implications
• Additional Perspectives on Leadership
• The Leader-Member Exchange (LMX) Model of
  Leadership
• Substitutes for Leadership
• Servant-Leadership
• Superleadership

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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
• Contemporary findings show that- leadership
  prototype people tend to perceive that someone
  is a leader when he or she exhibits traits
  associated with intelligence, masculinity, and
  dominance- leadership prototypes culturally
  based- credible leaders are honest,
  forward-looking, inspiring, and competent

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Trait Theory (continued)

• Gender and leadership

- men and women were seen as displaying more
task and social leadership, respectively -
women used a more democratic or participative
style than men, and men used a more autocratic
and directive style than women - men and women
were equally assertive - women executives, when
rated by their peers, managers and direct
reports, scored higher than their male
counterparts on a variety of effectiveness
criteria
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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
• Blake and Moutons Managerial Grid represents
  four leadership styles found by crossing concern
  for production and concern for people

• Research shows that there is not one best
  style of leadership. The effectiveness of a
  particular leadership style depends on the
  situation at hand.

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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
Low Strong Weak Strong
Good Poor Poor Low High
High Weak Strong Weak
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

• Leader Behavior- Path-goal clarifying
• Achievement oriented
• Work facilitation
• Supportive- Interaction facilitation
• (refer to p 355 for rest of revision)

• Leaderhip Effectiveness
• - Employee motivation - Employee satisfaction
• Employee performance
• Acceptance of leader
• Work unit performance

Environmental Factors- Task structure- Work
group dynamics
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Hersey and Blanchards Situational Leadership
Theory
Figure 14-3
Leader Behavior
Selling S2 Explain decisions and provide
opportunity for clarification
Participating S3 Share ideas and facilitate in
decision making
High
Relationship Behavior(supportive behavior)
Delegating S4 Turn over responsibility
for decisions and implementation
Telling S1 Provide specific instructions and
closely supervise performance
Low
Task Behavior
Low
High
Follower
ReadinessHigh Moderate Low
R4 R3 R2 R1
Follower-Directed
Leader-Directed
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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.
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Transactional versus Transformational 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 Transformational 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
• For class discussion and Exercise Should a
  leader be both transactional and charismatic? In
  what situations would it be important that
  transactional leadership dominate? Charismatic?

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Transformational Model of Leadership
Individual and Organizational Characteristics
Leaderbehavior
Effects onfollowers andwork groups
Outcomes

• Traits

• Personal commitment to leader and vision

• Leader establishes a vision

• Increased intrinsic motivation, achievement
  orientation, and goal pursuit

• Organizational Culture

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Charismatic Model of Leadership (cont)

Individual and Organizational Characteristics
Leaderbehavior
Effects onfollowers andwork groups
Outcomes

• Self-sacrificial behavior
• Organizational commitment
• Task meaningfulness and satisfaction
• Increased individual group, and organizational
  performance

• Traits

• Leader establishes high performance expectations
  and displays confidence in him/herself and the
  collective ability to realize the vision
• Leader models the desired values, traits,
  beliefs, and behaviors needed to realize the
  vision

• Increased identification with the leader and the
  collective interests of organizational members
• Increased cohesion among workgroup members
• Increased self-esteem, self-efficacy, and
  intrinsic interests in goal accomplishment
• Increased role modeling of charismatic leadership

• Organizational Culture

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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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Servant and Superleadership

• Servant Leadership represents a philosophy in
  which leaders focus on increased service to
  others rather than to oneself.
• A superleader is someone who leads others to lead
  themselves by developing employees
  self-management skills.
• Superleaders attempt to increase employees
  feelings of personal control and intrinsic
  motivation.

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Characteristics of the Servant-Leader

• 1. Listening Servant-leaders focus on listening
  to identify and clarify the needs and desires
  of a group.
• 2. Empathy Servant-leaders try to empathize
  with others feelings and emotion. An
  individuals good intentions are assumed even
  when he or she performs poorly.
• 3. Healing Servant-leaders strive to make
  themselves and others whole in the face of
  failure or suffering.
• 4. Awareness Servant-leaders are very self-aware
  or their strengths and limitations.

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Characteristics of the Servant-Leader (continued

• 5. Persuasion Servant-leaders rely more on
  persuasion than positional authority when
  making decisions and trying to influence
  others.
• 6. Conceptualization Servant-leaders take the
  time and effort to develop broader based
  conceptual thinking. Servant-leaders seek
  an appropriate balance between a short-
  term, day-to-day focus and a long-term,
  conceptual orientation.
• 7. Foresight Servant-leaders have the ability to
  foresee future outcomes associated with a
  current course of action or situation.

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Characteristics of the Servant-Leader (continued)

• 8. Stewardship Servant-leaders assume that they
  are stewards of the people and resources
  they manage.
• 9. Commitment to Servant-leaders are committed to
  peoplethe growth of beyond their immediate work
  role. Theypeople commit to fostering an
  environment that encourages personal,
  professional, and spiritual growth.
• 10. Building Servant-leaders strive to create a
  sense of Community community both within and
  outside the work organization.

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Leadership Organizational Perspective

• From The Ropes to Skip and the Ropes to Know,
  Ritti and Levy, 7th edition, Wiley
• We have a fascination with leaders.
• Do times make the leader or is a leader born?
• What do we know?
• Leadership in organizations is enacted
• Management efficacy or the capacity to produce
  results attributed to leaders

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Leadership Organizational Perspective

• Organizations provide a cultural context which
  provides a notion of what an effective leader is
• The organization must perform
• Leader must play the role
• Communication is crucial
• One needs to convince people
• Must be seen as true
• And relate to existing organizational culture