After reading this chapter, you should be able to answer the following questions: What can we learn from trait and behavioral approaches? What do situational contingency approaches tell us about leadership? What are charismatic and transformational theories? Why are some scholar turning to complexity views? What do we know about leadership ethics?
Chapter 14 Leader Traits and Behavioral Styles Great leaders know the way Chapter 14 Study Questions What can we learn from trait and behavioral approaches? What situational contingency approaches tell us about leadership? What are charismatic and transformational theories? Why are some scholar turning to complexity views? What we know about leadership ethics? Copyright © 2014 John Wiley & Sons, 14-2 What can we learn from trait and behavioral approaches? Early Trait Approaches • Trait Approach Leadership study assumes that leaders are endowed with certain traits or qualities that explain their leadership status and success Copyright © 2014 John Wiley & Sons, 14-3 What can we learn from trait and behavioral approaches? Behavioral Leadership Approaches • Leadership study focuses on identifying categories of relevant leadership behavior and examining their efforts on performance and other outcomes Copyright © 2014 John Wiley & Sons, 14-4 What can we learn from trait and behavioral approaches? Relationsoriented • Also known as consideration, involves concern for relationship and socioemotional support Taskoriented behavior • Also known as initiating structure, involves providing direction and enforcing performance standards needed to drive production Copyright © 2014 John Wiley & Sons, 14-5 What situational contingency approaches tell us about leadership? • Contingency Approaches State that the relationship between leader behavior and leadership effectiveness depends on (i.e., “is contingent upon”) the situation Copyright © 2014 John Wiley & Sons, 14-6 Figure 14.1 A comprehensive contingency model Copyright © 2014 John Wiley & 14-7 What situational contingency approaches tell us about leadership? Directive Leadership Task-oriented, production-centered behavior that provides clarity and direction for subordinates • Supportive Leadership Relations-oriented, employee-centered behavior that promotes a friendly work climate by focusing on subordinate needs and wellbeing Copyright © 2014 John Wiley & Sons, 14-8 What situational contingency approaches tell us about leadership? Achievement – Oriented Leadership • Motivation-focused behavior that builds subordinated’ confidence in achieving high standards through a focus on excellence and goal-setting Participative Leadership • Democratic form of leadership that focuses on consulting with subordinated and taking their suggestions into account before making decisions Copyright © 2014 John Wiley & Sons, 14-9 What situational contingency approaches tell us about leadership? Follower Readiness • The amount experience or ability the follower has to the job Task Structure • Describes whether the task is highly defined (high structure) or the position of the leader Leader Position Power • Describes the amount of formal authority associated with the position of the leader Copyright © 2014 John Wiley & Sons, 14- What are charismatic and transformational theories? Dangers of Charismatic Leadership • Power Distance The extent to which one accepts that power is institutions and organizations is distributed unequally Copyright © 2014 John Wiley & Sons, 14- What are charismatic and transformational theories? Transforming Leadership Theory • Power wielders Uses power to advance their own interests without considering follower’s needs Copyright © 2014 John Wiley & Sons, 12-16 What are charismatic and transformational theories? • Transactional Leadership Involves a focus on exchanging valued goods in return for something leaders want • Transformational Leadership Involves inspirational relationships in which both leaders and followers are positively transformed in the process Copyright © 2014 John Wiley & Sons, 14-17 Figure 14.2 Key differences in transformational and transactional leadership styles Copyright © 2014 John Wiley & 14-18 What are charismatic and transformational theories? Bass’s Transformational Leadership • Involves leaders motivating followers to transcend self-interest for the sake of the organization or team • Refers to the exchange relationship between leaders and followers to meet their own self-interests Copyright © 2014 John Wiley & Sons, 14- What are charismatic and transformational theories? Problems of “Heroic” Leadership Views • Heroic Leadership Views See Leadership as the result of acts of great leaders who inspire and motivate others to accomplish extraordinary things Copyright © 2014 John Wiley & Sons, 14-20 Why are some scholars turning to complexity views? Complex Adaptive Systems • Systems that adapt and evolve in the process of interacting with dynamic environments Copyright © 2014 John Wiley & Sons, 14-21 Figure 14.3 Major differences between bureaucrati c and complexity assumption s Copyright © 2014 John Wiley & 14-22 Why are some scholar turning to complexity views? Understanding Emergence • Emergence The process through which higher-level order arises out of the lower-level interactions Copyright © 2014 John Wiley & Sons, 14-23 Why are some scholars turning to complexity views? Complexity Leadership Theory • Administrative Leadership Occurs in formal, managerial roles and focuses on alignment and control aimed at driving business results • Entrepreneurial Leadership Fuels innovation, adaptability, and change • Adaptive Leadership Operates in the interface between the administrative and entrepreneurial systems fosters conditions for emergence Copyright © 2014 John Wiley & Sons, 14-24 What we know about leadership ethics? Leadership / Ethical Leadership Theory • Leadership Ethics The Study of ethical problems and challenges distinctive to and inherent in the processes, practices, and outcome of leading and following Copyright © 2014 John Wiley & Sons, 14- What we know about leadership ethics? Shared Value View • Profit Motive Based on Milton Friedman’s view that the sole purpose of business is to make money • Shared Value States that organizations should create economic value in a way that also creates value for society Copyright © 2014 John Wiley & Sons, 14-26 What we know about leadership ethics? Servant Leadership View in which servant leaders selflessly serve others first Copyright © 2014 John Wiley & Sons, 14- What we know about leadership ethics? Empowering Leadership • Authoritarian (or Autocratic) Leadership Involves making decision independently with little or no input from others • Empowering Leadership Enables power sharing with employees by clarifying the significance of the work, providing autonomy, expressing confidence in the employee’s capabilities, and removing hindrances to performance Copyright © 2014 John Wiley & Sons, 12-28 What we know about leadership ethics? Ethical Leadership Theory • Normative Theory One that implies or prescribes a norm or standard • Ethical Climates The ethical values, norms, attitudes, feelings and behaviors of employees in an organization Copyright © 2014 John Wiley & Sons, 12-29 ... of relevant leadership behavior and examining their efforts on performance and other outcomes Copyright © 2014 John Wiley & Sons, 1 4-4 What can we learn from trait and behavioral approaches?... Task-oriented, production-centered behavior that provides clarity and direction for subordinates • Supportive Leadership Relations-oriented, employee-centered behavior that promotes a friendly... qualities that explain their leadership status and success Copyright © 2014 John Wiley & Sons, 1 4-3 What can we learn from trait and behavioral approaches? Behavioral Leadership Approaches • Leadership