3/22/2010

Namesomeeffectiveleaders:What
doyouthinkarethekeyqualitiesof
effectiveleaders?
________________________________

MGMT2008
OrganisationalBehaviour
L t
Lectures8&9:Leadership
8 & 9 L d hi

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________________________________
________________________________
________________________________
________________________________

Lecturer:CherylGittens

Leadership KeytoEffectiveness
Vision and Articulation

Personal Risk

Charismatic
Leaders

Sensitivity to Environment

Sensitivity to Followers

Unconventional Behavior
3

PrenticeHall,2001

WhatisLeadership?

WhatisLeadership?

Leadership is persuasion, not domination, persons

who can require others to do their bidding because of
their power are not leaders. Leadership only occurs
when others willingly adopt, for a period of time, the
goals of a group as their own. Thus, leadership
concerns building cohesive and goal-oriented teams;
there is a causal and differential link between
leadership and team performance.

Theprocessofinfluencingtheactivitiesof
anorganizedgroupinitseffortstoward
goalsettingandgoalachievement
(Stogdill,1950,p.3)
Threekeycomponentstothisdefinition:
aninterpersonalprocessbetweenonepersonanda
group
canthaveleaderswithoutfollowers
criterionforeffectiveleadership=goalachievement

Hogan, Gordon, Curphy, & Hogan (1994)

Lecturer: Cheryl Nyahra Gittens

[email protected]

Chapter11

3/22/2010

LeadersandManagers:
Distinguishingtheirroles

Thereareimportantdistinctions
betweenmanagement&leadership
MANAGERS
Plan:createorder,
eliminateriskS/T
Organiseandstaff:
useformalstructures,
f
l
compliance
ControlandSolve
problems:stabilise
CREATEORDER

Establish
organizational
mission

LEADERS
Setdirection:disrupt,
takerisks,longerterm
AlignConstituencies:
ll
h
pulleveryonetogether,
commitment
Motivateandinspire:
expandenergy
PRODUCECHANGE

LeadersJob
Formulate
Strategyfor
implementing
mission

ManagersJob

Implement
organizational
strategy

Theleadershiproleboilsdowntotwo
mainissues:

FourDifferentWaysofUnderstanding
Leadership

Figuringoutwhattodo
despiteuncertainty,
greatdiversity,andan
enormousamountof
potentiallyrelevant
information.
(StrategicThinking)

Person: isitWHO leadersarethatmakesthem

Gettingthingsdone
throughalargeand
diversesetofpeople
despitehavinglittle
directcontrolovermost
ofthem.
(Power&Influence)

leaders?

Result:

isitWHAT leadersachievethatmakes
themleaders?
them
leaders?

Process: isitHOW leadersgetthingsdonethat

makesthemleaders?

Position: isitWHERE leadersoperatethatmakes

themleaders?
(+Resilience)

(KeithGrint,2005)
9

WhatisitthatLeadersDo?

DoesLeadershipMatterinOrganizations?

Yukl, Wall, and Lepsinger (1990) Leadership Taxonomy is the broadest

and identifies 14 categories of Leadership behaviour
planning and organizing
Problem solving
Clarifying
Informing
Monitoring
Motivating
Consulting
Recognizing
Supporting
Managing conflict and team building
Networking
Delegating
Developing and Mentoring
Rewarding

11

Lecturer: Cheryl Nyahra Gittens

[email protected]

10

OrganizationBottomline(Effectiveness)
TeamPerformance
Individual/EmployeePerformance
Efficiency
Quality
Productivity
Profit
Growth
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DoesLeadershipMatterin
Organizations?

DoesLeadershipMatterin
Organizations?

OrganizationalClimate
OrganizationalCulture
Motivation
Control
GoalConsensus
EmployeeOrganizationalCommitment
JobSatisfaction
Absenteeism

Conflict/cohesion
ParticipationandSharedInfluence
AchievementEmphasis
Communication
OrganizationalStructure
OrganizationalPolitics
Planning&GoalSetting

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TraditionalLeadershipTheories

Trait Theories of Leadership

Leaders=InfluenceMandators
yTraitTheories
yBehaviourTheories
yContingencyTheories

15

Desire
to Lead

Honesty
and Integrity

Self-Self
Confidence

Intelligence

Job-Relevant
JobKnowledge

PrenticeHall,2001

Chapter11

16

Traits=distinguishingpersonalcharacteristicsthat
aregenerallynotmutable(changeable)

Isthereasetofcharacteristics
thatdetermineagoodleader?
Personality?
Dominanceandpersonalpresence?
Charisma?
Selfconfidence?
Achievement?
Abilitytoformulateaclearvision?

Weakbutconsistentsupportforavarietyofleadership
traits
Selfconfidence
Energy
Intelligence
Emotionalstability
17

Lecturer: Cheryl Nyahra Gittens

[email protected]

Ambition
and Energy

Thetraitperspectiveofleadership
TheGreatManapproach

TraitTheories

14

Honesty/Integrity
Needforachievement
Dominance
Motivationtolead
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TraitTheories
Aresuchcharacteristics
inherentlygenderbiased?
Dosuchcharacteristics
producegoodleaders?
Isleadershipmorethan
I l d hi
h
justbringingaboutchange?
Doesthisimplythatleadersarebornnotbred?

19

ProblemsinTraitTheoriesof
Leadership

20

Behavioral Theories

Nouniversaltraitsfoundthatpredictleadershipin
allsituations.

Ohio State

Traits
Traitspredictbehaviorbetterin
predict behavior better in weak
weak than
than
strongsituations.

Initiating Structure
Consideration

Unclearevidenceofthecauseandeffectof
relationshipofleadershipandtraits.

University of
Michigan

Betterpredictoroftheappearanceofleadership
thandistinguishingeffectiveandineffective
leaders.
21

BehaviouralTheories

PrenticeHall,2001

Employee--Orientation
Employee
Production--Orientation
Production
Chapter11

22

Whatarethetraitandbehavioralleadership
perspectives?

Implythatleaderscanbetrained focusontheway
ofdoingthings
Structurebasedbehaviouraltheories focusontheleader
institutingstructures taskorientated
Relationshipbasedbehaviouraltheories focusonthe
developmentandmaintenanceofrelationships process
orientated
Traittheory:
Leadersareborn,notmade.

Michiganleadershipstudies.
Employeecenteredsupervisors.
Placestrongemphasisonsubordinateswelfare.

Productioncentered
Productioncenteredsupervisors.
supervisors
Placestrongemphasisongettingtheworkdone.
Employeecenteredsupervisorshavemore

productiveworkgroupsthanproductioncentered
supervisors.

Behavioraltheory:
Leadershiptraitscanbetaught.
23

Lecturer: Cheryl Nyahra Gittens

[email protected]

24

3/22/2010

Whatarethetraitandbehavioralleadership
perspectives?

Whatarethetraitandbehavioralleadership
perspectives?

OhioStateleadershipstudies.
Consideration.

LeadershipGrid.
DevelopedbyRobertBlakeandJaneMouton.
Builtondualemphasisofconsiderationand
initiating structure
initiatingstructure.
A9x9Grid(matrix)reflectinglevelsofconcern
forpeopleandconcernfortask.

Concernedwithpeoplesfeelingsandmakingthings

pleasantforthefollowers.
Initiatingstructure.
Concernedwithdefiningtaskrequirementsandother
aspectsoftheworkagenda.
Effectiveleadersshouldbehighonboth

1reflectsminimumconcern.

considerationandinitiatingstructure.

9reflectsmaximumconcern.

25

26

Whatarethetraitandbehavioralleadership
perspectives?

TheManagerial
Grid

LeadershipGrid cont.

(BlakeandMouton)

FivekeyGridcombinations.
1/1 lowconcernforproduction,lowconcernforpeople.
1/9
1/9 lowconcernforproduction,highconcernforpeople.
low concern for production, high concern for people.
5/5 moderateconcernforproduction,moderateconcernfor

people.
9/1 highconcernforproduction,lowconcernforpeople.
9/9 highconcernforproduction,highconcernforpeople.

EXHIBIT
111
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1128

TypesofLeadershipStyle

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Lecturer: Cheryl Nyahra Gittens

[email protected]

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3/22/2010

TypesofLeadershipStyle

TypesofLeadershipStyle
Democratic:
Encouragesdecisionmaking
fromdifferentperspectives leadershipmaybe
emphasisedthroughout
the organisation
theorganisation

Autocratic:
Leadermakesdecisionswithoutreferencetoanyoneelse
Highdegreeofdependencyontheleader
Cancreatedemotivationandalienation
ofstaff
Maybevaluableinsometypesofbusinesswhere
decisionsneedtobemadequicklyanddecisively

Consultative: processofconsultationbeforedecisionsare
taken
Persuasive: Leadertakesdecisionandseekstopersuade
othersthatthedecision
iscorrect

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TypesofLeadershipStyle

32

TypesofLeadershipStyle

Democratic:

LaissezFaire:
Letitbe theleadershipresponsibilities

Mayhelpmotivationandinvolvement
Workersfeelownershipofthefirmanditsideas
Improvesthesharingofideas
Improves the sharing of ideas
andexperienceswithinthebusiness
Candelaydecisionmaking

aresharedbyall
Canbeveryusefulinbusinesses
wherecreativeideasareimportant
Canbehighlymotivational,
aspeoplehavecontrolovertheirworkinglife
Canmakecoordinationanddecisionmaking
timeconsumingandlackinginoveralldirection
Reliesongoodteamwork
Reliesongoodinterpersonalrelations
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FiedlersContingencyModel

TypesofLeadershipStyle

The theory that effective groups depend

on a proper match between a leaders
style of interacting with subordinates and
the degree to which the situation gives
control and influence to the leader.

Paternalistic:
Leaderactsasafatherfigure
Paternalisticleadermakesdecisionbutmay
consult
l
Believesintheneedtosupportstaff

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Lecturer: Cheryl Nyahra Gittens

[email protected]

34

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FiedlersContingencyTheory

FiedlersContingencyTheory

LeastPreferredCoworker(LPC)Scale

AppropriatenessofahighLPCorlowLPCleadership
styledependsupon:

Leaderswhodescribetheirleastpreferredcoworker
favorably(pleasant,smart,andsoon)arehighLPC
andareconsideredmorepeopleoriented.
LowLPCsdescribeleastpreferredcoworkers
L LPC d
ib l t
f
d
k
unfavorably;theyrelesspeopleorientedandmore
taskoriented.

Positionpower
Thedegreetowhichthepositionitselfenablestheleadertoget
group members to comply with and accept his or her decisions
groupmemberstocomplywithandaccepthisorherdecisions
andleadership

Taskstructure
Howroutineandpredictabletheworkgroupstaskis.

Leadermemberrelations
Theextenttowhichtheleadergetsalongwithworkersandthe
extenttowhichtheyhaveconfidenceinandareloyaltohimor
her.
37

38

HowtheStyleofEffectiveLeadership
VarieswiththeSituation

FiedlersContingencyTheory
Leadermotivation
Relationshiporiented highLPCscore
Taskoriented lowLPCscore

Situationalconditions
Situational conditions
Leadermemberrelations favourable whenthere
issupport,trust,andcooperation
Taskstructure favourable whenthereishightask
structure:cleargoals,procedures,andobjective
measuresofperformance
Positionpower favourable whensupportedby
theorganizationhierarchy

Source: Adapted and reprinted by permission of the Harvard Business Review. How the Style of Effective Leadership Varies
with the Situation from Engineer the Job to Fit the Manager by Fred E. Fiedler, SeptemberOctober 1965. Copyright
1965 by the President and Fellows of Harvard College; all rights reserved.

39

Whatarethesituationalorcontingency
leadershipapproaches?

Whatarethesituationalorcontingency
leadershipapproaches?

ImplicationsofFiedlerscontingencymodel.
Taskmotivatedleadershavemoreeffective
groupsunderconditionsofloworhighsituational
control.
Relationshipmotivatedleadershavemore
effectivegroupsunderconditionsofmoderate
situationalcontrol.

41

Lecturer: Cheryl Nyahra Gittens

[email protected]

40

HerseyandBlanchardssituationalleadership

model.
Emphasizesthesituationalcontingencyof

maturity,orreadiness,offollowers.
Readinessistheextenttowhichpeoplehavethe

abilityandwillingnesstoaccomplishaspecific
task.

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HerseyandBlanchard(1984)Situational
LeadershipTheory

Whatarethesituationalorcontingency
leadershipapproaches?
HerseyandBlanchardssituationalleadership
Relationship
p Behavior

model cont.
Leaderstyleandfollowerreadiness.
Atellingstyleisbestforlowreadiness.
A telling style is best for low readiness
Asellingstyleisbestforlowtomoderatereadiness.
Aparticipatingstyleisbestformoderatetohigh
readiness.
Adelegatingstyleisbestforhighreadiness.

High

High

Task Behavior
Ableand Ableand
willing
unwilling
High

Unableand Unableand
willing
unwilling

Follower Readiness

Low

Moderate

43

44

Hersey&BlanchardSituationalLeadershipModel

Situational
LeadershipTheory
Behavior
of Leaders

Readiness
of Followers
Unable and Unwilling

Clear, Specific Directions

Unable and Willing

High Task Orientation

Able and Unwilling

Support & Participation

Able and Willing

45

LeadershipStylesandFollower
Readiness
(HerseyandBlanchard)
Follower
Readiness
Able

Unwilling

Supportive
Participative

Directive

46

Housespathgoaltheoryofleadership.
Emphasizeshowaleaderinfluencessubordinates
perceptionsofbothworkgoalsandpersonalgoals
andthelinks,orpaths,foundbetweenthesetwo
, p
,
setsofgoals.
Thetheoryassumesthataleaderskeyfunctionis
toadjusthis/herbehaviortocomplement
situationalcontingencies.

Willing

Monitoring

HighTask
and
Relationship
Orientations

47

Lecturer: Cheryl Nyahra Gittens

[email protected]

Chapter11

Whatarethesituationalorcontingency
leadershipapproaches?

Leadership
Styles

Unable

PrenticeHall,2001

Let Followers Perform

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PathGoalTheorybyHouse&Dessler
(1974)

PathGoalTheory

Leaderbehaviourtypes
1. Directivebehaviour scheduleswork,sets
performancestandards,givesdirection
2. Supportivebehaviour friendly,
approachable,expressesconcern
3. Participativebehaviour usesconsultative
processes,sharesworkproblems,considers
suggestions
4. Achievementoriented demandingand
supportive,seekscontinualimprovement

Subordinatecharacteristics
Locusofcontrol
Selfconfidence subordinateperceptionof
theirabilities skillsandexperience

Situationalcharacteristics
Taskstructure clearandroutineversus
challengingandambiguous
Teamdynamics workgroupnormsand
influence
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50

Whatarethesituationalorcontingency
leadershipapproaches?

ThePathGoalTheory

Pathgoaltheorypredictionsregarding

directiveleadership.
Positiveimpactonsubordinateswhentaskis

clear; negative impact when task is ambiguous

clear;negativeimpactwhentaskisambiguous.
Moredirectivenessisneededwhenambiguous

tasksareperformedbyhighlyauthoritarianand
closedmindedsubordinates.

51

Whatarethesituationalorcontingency
leadershipapproaches?

Whatarethesituationalorcontingency
leadershipapproaches?
Pathgoaltheorypredictionsregarding

Pathgoaltheorypredictionsregarding

achievementorientedleadership.

supportiveleadership.

Encouragessubordinatestostriveforhigher

Increasessatisfactionofsubordinatesworkingon
g

highlyrepetitive,unpleasant,stressful,or
frustratingtasks.

53

Lecturer: Cheryl Nyahra Gittens

[email protected]

52

performancestandardsandtohavemore
confidenceintheirabilitytomeetchallenging
f
goals.
Increaseseffortperformanceexpectanciesfor
subordinatesworkinginambiguous,nonrepetitive
tasks.

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ParticipativeLeadershipModel
(Vroom&Yetton)

Whatarethesituationalorcontingency
leadershipapproaches?

Purpose:

EvaluationandapplicationofHousespath

goaltheory.

Tomotivate increasesenrichmentand
autonomy

Manyaspectsofthetheoryhavenotbeen

adequatelytested.
d
t l t t d
Toincreaseacceptanceofthedecision in
issuesoffairnessorchange

Lackssubstantialcurrentresearch.
Househasrevisedandextendedpathgoaltheory

intoatheoryofworkunitleadership.

Tocreatequality addsmoreinformationinto
theproblemsolving
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ParticipativeModel

56

ParticipativeLeadershipTheory

Downsides

Fourkeyconsiderations:
1. Qualityrequirement canthedecisionturnout
badly;arealloptionsequalinquality(isoneoption
reallyjustasgoodasanyother)
2. Commitment/Acceptancedecision willemployees
becommittedenoughtothedecisiontoimplementit
properly
3. Howcohesiveisthegroup doeseveryonecooperate
oristhereconflictamonggroupmembersor
betweengroupandleader
4. Timeavailability howefficientlymustthedecision
bemade

Timeandenergy involvesaslowerprocess
andlessexperiencedparticipants
Lackorreceptivityorknowledge not
everyoneisinterestedorskilledenough
Organizationalclimateorleaderattributes
theorganizationorleadermaynotbe
predisposedtouseparticipatorymethods
57

leaderparticipationcontingency
variables

leaderparticipationcontingencyvariables
QRQualityRequirementisthetechnicalqualityofthisdecision
important
LILeaderinformation doestheleaderhavesufficientinformation
tocreateahighqualitydecision
STProblemStructure istheproblemwellstructure
CR(AR)Commitment/AcceptanceRequirement issubordinate
commitmenttothedecisionimportant
CP(AP)Commitment/AcceptanceProbability ifyoumadethe
decisionyourself,isitreasonablycertainthatsubordinates
wouldbecommittedtothedecision
GCGoalCongruence Dosubordinatessharetheorganizational
goalstobeattainedbysolvingthisproblem
COSubordinateConflict Isconflictamongsubordinateslikelyinthe
preferredsolution
SI SubordinateInformation Dosubordinateshavesufficient
informationtomakeahighqualitydecision

Addedconsiderations:
TC
TimeConstraint Isthereatime
constraintthatlimitsyourabilitytoinvolve
y
y
subordinates
MD MotivationDevelopment Isitimportant
to
maximizetheopportunitiesfor
subordinate development

59

Lecturer: Cheryl Nyahra Gittens

[email protected]

58

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ParticipativeLeadership

LeaderMemberExchange(LMX)

Issues:

Examinesthedyadicrelationshipbetween
leadersandfollowers.
Ingroupmembersversusoutgroupmembers
based upon compatibility
baseduponcompatibility
Ingroupmembersdoextrathingsforthe
leader,performbeyondtherequirementsof
thejobandtheleaderinturngivesrewards
beyondthoseallottedtooutgroupmembers

Notallsubordinatesareequallyskilledor
interested
Notallmanagersareequallyskilledorinterested
Notallorganizationalculturessupportflexible
decisionstyles
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Lecturer: Cheryl Nyahra Gittens

[email protected]

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