Leadership – The ability to influence a group toward the achievement of goals Management – Use of authority inherent in designated formal rank to obtain compliance from organizational members Both are necessary for organizational success
12-3 Trait Trait Theories Theories of of Leadership Leadership Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders Not very useful until matched with the Big Five Personality Framework Essential Leadership Traits – Extroversion – Conscientiousness – Openness – Emotional Intelligence (Qualified) Traits can predict leadership, but they are better at predicting leader emergence than effectiveness.
12-4 Behavioral Behavioral Theories Theories of of Leadership Leadership Theories proposing that specific behaviors differentiate leaders from nonleaders Differences between theories of leadership: – Trait theory: leadership is inherent, so we must identify the leader based on his or her traits – Behavioral theory: leadership is a skill set and can be taught to anyone, so we must identify the proper behaviors to teach potential leaders
12-5 Important Important Behavioral Behavioral Studies Studies
12-6 Contingency Contingency Theories Theories While trait and behavior theories do help us understand leadership, an important component is missing: the environment in which the leader exists
Contingency Theory adds this additional aspect to our
understanding leadership effectiveness studies
Three key contingency models for leadership:
– Fiedler’s Model – Hersey and Blanchard’s Situational Leadership Theory – Path-Goal Theory
12-7 Fiedler Fiedler Model Model Effective group performance depends on the proper match between leadership style and the degree to which the situation gives the leader control. – Assumes that leadership style (based on orientation revealed in LPC questionnaire) is fixed Considers Three Situational Factors: – Leader-member relations: degree of confidence and trust in the leader – Task structure: degree of structure in the jobs – Position power: leader’s ability to hire, fire, and reward For effective leadership: must change to a leader who fits the situation or change the situational variables to fit the current leader 12-8 Graphic Graphic Representation Representation of of Fiedler’s Fiedler’s Model Model
Used to determine which type of leader to use in a given situation
E X H I B I T 12-1 E X H I B I T 12-1
12-9 Assessment Assessment of of Fiedler’s Fiedler’s Model Model Positives: – Considerable evidence supports the model, especially if the original eight situations are grouped into three
Problems: – The logic behind the LPC scale is not well understood – LPC scores are not stable – Contingency variables are complex and hard to determine
12-10 Situational Situational Leadership Leadership Theory Theory A model that focuses on follower “readiness” – Followers can accept or reject the leader – Effectiveness depends on the followers’ response to the leader’s actions – “Readiness” is the extent to which people have the ability and willingness to accomplish a specific task Ability to follow Willingness to Follow Leadership Behavior Unable Unwilling Give clear and specific directions
Unable Willing Display high task & relationship
orientation Able Unwilling Use a supportive and participatory style Able Willing Doesn’t need to do much 12-11 House’s House’s Path-Goal Path-Goal Theory Theory Builds from the Ohio State studies and the expectancy theory of motivation The theory: – Leaders provide followers with information, support, and resources to help them achieve their goals – Leaders help clarify the “path” to the worker’s goals – Leaders can display multiple leadership types Four types of leaders: – Directive: focuses on the work to be done – Supportive: focuses on the well-being of the worker – Participative: consults with employees in decision making – Achievement-Oriented: sets challenging goals
12-12 Vroom Vroomand andYetton’s Yetton’sLeader-Participation Leader-ParticipationModel Model How a leader makes decisions is as important as what is decided Premise: Situational variables interact with leadership attributes to impact the behavior of the leader. – Leader behaviors must adjust to the way tasks are structured in the organization. – This is a normative model that tells leaders how participative to be in their decision making of a decision tree • Five leadership styles • Twelve contingency variables
12-13 Leader-Member Leader-Member Exchange Exchange (LMX) (LMX) Theory Theory In-Group Out-Group • Members are • Managed by formal similar to leader rules and policies • In the leader’s • Receive less of the inner circle of leader’s attention / communication fewer exchanges • Receives more • More likely to time and attention retaliate against the from leader organization • Gives greater responsibility and rewards
12-14 Charismatic Charismatic Leadership Leadership Charisma means gift in Greek
12-15 Charismatic Charismatic Leadership Leadership How do charismatic leaders influence followers?
12-16 Transformational Transformational Leaders Leaders Inspire followers to transcend their self-interests for the good of the organization
12-17 Leadership Leadership Model Model
12-18 12-19 Trust Trust and and Leadership Leadership Trust – a psychological state that exists when you agree to make yourself vulnerable to another because you have a positive expectation for how things are going to turn out. – Key attribute associated with leadership – Followers who trust their leader will align their actions and attitudes with the leader’s behaviors/requests
12-20 How How isis Trust Trust Developed? Developed?
12-21 Mentoring Mentoring –– Leading Leading for for the the Future Future Mentor: A senior employee who supports a less experienced employee.
12-22 Finding Finding and and Creating Creating Effective Effective Leaders Leaders
12-23 Global Global Implications Implications These leadership theories are primarily studied in English-speaking countries GLOBE does have some country-specific insights – Indian employees want action-oriented and charismatic leaders. – Brazilian teams prefer leaders who are high in consideration, participative, and have high LPC scores – French workers want a leader who is high on initiating structure and task-oriented – Egyptian employees value team-oriented, participative leadership, while keeping a high-power distance – Chinese workers may favor a moderately participative style. Leaders should take culture into account 12-24 Summary Summary and and Managerial Managerial Implications Implications • Leadership is central to understanding group behavior as the leader provides the direction.
• Extroversion, conscientiousness, and openness all show consistent relationships to
leadership.
• Behavioral approaches have narrowed leadership down into two usable
dimensions.
• Need to take into account the situational variables, especially the impact of followers.
• Research on charismatic and transformational leadership has made major
contributions to our understanding of leadership.
• Leaders must be seen as authentic and trustworthy.
• Investment must be made in the future through mentoring and training leaders.
12-25 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
