lecture 6 leadership

 Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavior models of leadership.. Leader be

LECTURE 5LEADERSHIP

AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO:

 Describe what leadership is, when leaders are effective and ineffective, and the

difference between formal and informal leaders

 Identify the traits that show the strongest relationship to leadership, the

behaviors leaders engage in, and the limitations of the trait and behavior models of leadership

 Explain how contingency models of leadership and differentiate between four

different contingency approaches

Describe why leadership is not always a vital process in some work situations because substitutes for leadership exist

Discuss transformational leadership and how it is achieved, explain how a leader’s moods affect followers, and appreciate how gender may affect leadership style.

9-2

achieve its goals.

 The leaders of a group or organization are the individuals who can

2 LEADERSHIP AND ORGANIZATIONAL BEHAVIOR

 Leaders influence and shape many aspects of organizational behavior that we have discussed in previous chapters: attitude, learning, motivation, stress, and workgroup effectiveness

authority to influence other members in the organization to

achieve its goals

 Informal leaders have no legal authority to influence other employees, but their personal skills and qualities give them the

ability to exert influence in an organization, sometimes as much

influence as its formal leaders

9-4

Task-relevant

Dominance

confidence

Self-Energy/activity

levels

Tolerance for stress

Integrity and honest

y Emotional

maturity

2 EARLY APPROACHES TO LEADERSHIP

2.1 The Leader Trait Approach

 Identify enduring personal

traits that distinguish leaders

from followers, and effective from ineffective leaders

 Such traits as following:

9-5

2 EARLY APPROACHES TO LEADERSHIP

2.2 Leader behavior approaches

 Rather than looking at the personal traits of leaders, researchers

began to focus on what leaders actually do—that is, on the

specific behaviors performed by effective leaders

9-6

2.2 Leader behavior approaches

 University of Iowa

Autocratic vs Democratic

 Ohio State University

Consideration vs Initiating Structure

THE LEADERSHIP GRID® (BLAKE AND MOUTON)

Source: Blake, R R., and McCanse, A

A (1991) Leadership Dilemmas—Grid

Solutions

The most effective leaders have high

concern for people and

high concern for

production tasks:

High-High

2.3 Main issues of 2 leadership approaches

2 EARLY APPROACHES TO LEADERSHIP

CONTINGENCY THEORY OF LEADERSHIP

The theory that leader effectiveness is determined by both the personal characteristics of leaders and by the situations in which leaders find themselves

3 CONTINGENCY THEORY OF LEADERSHIP

3.1 Fiedler’s Contingency Model

 Task-oriented versus people-oriented approaches should match the situation

 Determined by Least Preferred Coworker (LPC)

 Situation

– Leader-member Relations (good v poor)– Task Structure (structured v unstructured)– Leader Position Power (strong v weak)

3 Contingency theory of leadership

Favorable Situation Highly structured task Strong position power Good leader-member

relations

Favorable Situation Highly structured task Strong position power Good leader-member

relations

Unfavorable Situation Unstructured task Weak position power Poor leader-member

relations

Unfavorable Situation Unstructured task Weak position power Poor leader-member

3 Contingency theory of leadership

3.1 Fiedler’s Contingency Model

3.1 Fiedler’s Contingency Model – Implication

3 Contingency theory of leadership

3.1 Fiedler’s Contingency Model – Implication

 Leaders must understand their own style and their leadership situation

 Leaders should focus on changing the situation to match their style

 A good relationship with followers is key to the leader’s ability to lead

 Leaders can seek training to compensate for task ambiguity

3 Contingency theory of leadership

3.2 Hershey & Blanchard’s Situational Leadership Theory

 Leadership style contingent on follower readiness

 Readiness = Ability + willingness

 Supporting – Share ideas and facilitate decision making

 Delegating – Hand over responsibility for decisions and

implementation

3 Contingency theory of leadership

4.1 House’s Path-Goal Theory

 House’s path-goal theory describes how leaders can motivate their followers to achieve group and organizational goals and the kinds of behaviors they can engage in to accomplish that

 Path-goal theory suggests that effective leaders follow three guidelines to motivate their followers:

 Determine what outcomes subordinates are trying to obtain in the

workplace

 Reward subordinates for performing at high levels or achieving

their work goals by giving them desired outcomes

 Make sure the subordinates believe they can obtain their work

goals and perform at high levels

4 Contemporary perspectives of leadership

4 Contemporary perspectives of

leadership

4.1 House’s Path-Goal Theory

Four types of behavior that leaders can engage

 Directive behavior (similar to initiating structure) lets

subordinates know what tasks need to be performed and how they should be performed

 Supportive behavior (similar to consideration) lets subordinates

know their leader cares about their well-being and is looking out for them

 Participative behavior enables subordinates to be involved in

making decisions that affect them

 Achievement-oriented behavior pushes subordinates to do

their best Such behavior includes setting difficult goals for followers, expecting high performance, and expressing confidence in their capabilities

4 Contemporary perspectives of leadership

4.2 The Vroom and Yetton Model

A model that describes the different ways in which leaders can make decisions and guides leaders in determining the extent to which subordinates should participate in decision making (Determining the Level of Subordinate Participation in Decision Making)

 Autocratic: The leader makes the decision without input from

 Delegated: The leader makes subordinates solely responsible for

making the decision

4 Contemporary perspectives of leadership

4.2 The Vroom and Yetton Model

 The following criteria must be considered:

 the nature of the tasks performed by employees,

 the level of task interdependence,

 the output produced, and

 the characteristics of the employees involved, such as their skill levels

 The model adopts the same kind of contingency approach as

Fiedler and House’s, but it focuses on choosing the right leader decision-making style

4 Contemporary perspectives of leadership

4.3 Leader-Member exchange theory

 Leader–member exchange theory describes the different kinds of relationship that may develop between a leader and a subordinate and describes what the leader and the follower bring to and get out of the relationship

4 Contemporary perspectives of leadership

 Path-goal theory suggests that leaders need to focus on what outcomes motivate

their followers and then to distribute those outcomes to subordinates when they attain their work goals and perform at high levels It also suggests the need to tailor leadership styles to the characteristics of subordinates and the situation

The Vroom and Yetton model focuses on how much leaders should allow

subordinates to participate in decision making, which depends on the

characteristics of the decision-making situation and of subordinates Leader–member exchange theory suggests that leaders should work to develop

high-quality relationships with as many subordinates as possible They

should have as big an in-group and as small an out-group as possible.

5 Some matters of leadership in organization

A leadership substitute is something that replaces the need for a formal

leader and makes leadership unnecessary.A leadership neutralizer is something that prevents a leader from having

any influence over subordinates; it cancels out the leader’s efforts and creates a leadership void The leader has little or no effect on performance, and there is nothing to take the leader’s place (there are no substitutes).

Followers often want to believe leaders have the ability to raise performance and make a difference, and so they attribute qualities or

powers to them they really don’t possess This is referred to as the romance of leadership

6 New topics in leadership research

6.1 Transformational and charismatic leadership

6 New topics in leadership research

6.2 Transactional leadership

Leadership that motivates followers by exchanging rewards for high performance and noticing and reprimanding subordinates for mistakes and substandard performance.

6 New topics in leadership research

6.3 The moods of leaders

Emotional intelligence may help leaders develop a collective vision shared throughout the organization and energize all managers and subordinates to enthusiastically work toward achieving it

It can also help leaders develop a meaningful identity for their organizations and instill an atmosphere of trust and cooperation

Emotional intelligence can help leaders remain flexible in rapidly changing

environments

6 New topics in leadership research

6.4 Gender and leadership

FOR WOMEN, A CONFIDENT

DEMEANOUR CAN RESULT IN BACKLASH

Communal

• Concerned about welfare of others

stereotype

UNCONSCIOUS BIAS MAY BE ONE OF THE REASONS FEW WOMEN REACH THE TOP

McKinsey (2010) Women at the top of corporations: Making it happen.

8%

Ceiling

Glass-Effect

WOMEN MUST MANAGE THEIR DEMEANOUR CAREFULLY

• Confident demeanour• Strong

Agentic

Communalsignals

+