Chapter 12 Leadership
Chapter 12 Leadership
Chapter 12 Leadership
TWELVE
What Is Leadership?
Leadership
Introduction
Researchers have been trying to answer these questions for years:
What does it take to be a successful leader? What is the most effective leadership style?
Early studies were based on two theories: Trait Theory (focuses on leader qualities) Behavior Theory (focuses on leader actions)
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Trait Theories
Traits Theories of Leadership
Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders.
Conscientiousness
Openness Emotional Intelligence
Trait Theories
Limitations:
No universal traits found that predict leadership in all situations.
Unclear evidence of the cause and effect of relationship of leadership and traits.
Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders.
Trait Approach
Traits (examples)
Extraversion Conscientiousness Openness Emotional Intelligence
This theory assumes physical and psychological characteristics account for effective leadership
Basic intelligence Clear and strong values High personal energy
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Intuitively appealing Century of research to support it Gives us ideas of what we need to look for in our leaders
Weaknesses
Subjective & ambiguous, uncertain at times Fails to take situations into account Too extensive and broad Focus solely on leader and not the outcome of a particular trait
Skills Approach
What leaders can do?
Behavioral Theories
Behavioral Theories of Leadership
Behavioral Approach
Ohio State Studies/U. of Michigan
Task behaviours: facilitate goal accomplishment by helping group members to achieve their objectives Relationship behaviours: help subordinates feel comfortable with themselves, each other & the situation
Status Quo Middle-of-the-Road Adequate performance while balancing work and employee morale
Fully Functioning Team Work done thru committed people, trust & respect
Managerial Grid
Major management styles and concerns:
Impoverished: low production, low people Sweatshop: high production, low people Country Club: high people, low production
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Paternalism / Maternalism = the benevolent dictator acts nice but is only really interested in the outcome; treats people as if they are dissociated from the task
Opportunism = Uses any combination of the basic five styles for personal advancement
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Situational Approach
Match with subordinates needs
Situational Approach
Centered on the idea that subordinates vacillate along the developmental continuum of competence and commitment Leader effectiveness depends on:
assessing subordinates developmental position adapting his/her leadership style to match subordinate developmental level
(High)
S U P P O R T I V E
B E H A V I O R
S3 S4
Low Supportive and Low Directive Behavior
S2 S1
High Directive and Low Supportive Behavior
(Low) HIGH
(High)
LOW
D4
DEVELOPED
D3
D2
D1
DEVELOPING
Levels of Development
D1 - Enthusiastic Beginner D2 - Disillusioned Learner
Low Competence High Commitment
Some Competence Low Commitment Mod-High Competence May Lack Commitment High Competence High Commitment
Levels of Development
D1 - Enthusiastic Beginner Directing S1 D2 - Disillusioned Learner Coaching S2 D3 - Reluctant Contributor Supporting S3 D4 - Peak Performer
Mod-High Competence May Lack Commitment High Competence High Commitment Some Competence Low Commitment
Delegating S4
Does not account for how particular demographics influence the leader-subordinate prescriptions of the model Fails to adequately address the issue of one-to-one versus group leadership in an organizational setting
Application
Often used in consulting because its easy to conceptualize and apply Straightforward nature makes it practical for managers to apply
Breadth of situational approach facilitates its applicability in virtually all types of organizations and levels of management in organizations
Contingency Theory
Leader Match Theory
CONTINGENCY THEORIES
All Consider the Situation
Fiedlers Contingency Model Cognitive Resource Theory Hersey and Blanchards Situational Leadership Model Path Goal Theory
Assumptions underlying the different models: Fiedler: Leaders style is fixed Others: Leaders style can and should be changed
Contingency Theory
Most widely recognized one is Fiedlers theory (1964) Fiedler believed that a persons dominant leadership style is a relatively fixed part of his personality, and is therefore difficult to change. Effective leadership is contingent (dependant) on good match between leadership styles and situation.
Situation
Leadership Style
Philosophy
1. 2. All leaders are not effective in all situations If the leadership style is a good match for the situation, then the leader will be effective If the leadership style does not match the situation, then the leader will probably fail
3.
Leadership Styles
(According to Fiedlers Theory)
1. Task Motivated 2. Relationship Motivated
(Low LPC)
Score is 65 to 72 = Mixture of both? (Middle LPC)
Situational Variables
Favorable---------------------Least favorable
1.
2. 3.
Leader-member relations
Task structure Position power
Good Relationship
Group atmosphere is positive Subordinates trust, like and get along with their leader
Bad Relationship
Group atmosphere is unfriendly Friction between subordinates and leader
Task Structure
Highly Structured----------------Low Structure
High Structure
Clearly stated tasks Few alternatives for task accomplishment Task completion can be demonstrated Few correct solutions to task
Low Structure
No set rules to follow Many alternative ways to do a task Can not verify the correctness of task
Position Power
Authority of Leader
Strong
Can reward or punish Can hire or fire Can give raise, rank or pay
Weak
Can not reward or
punish Can not hire or fire Can not give raise, rank or pay
Low Structure
Strong Power 3
High Structure
Low Structure
Weak Power 8 Low LPCs ( 57 )
Task Motivated
2.
3. 4.
Assumptions
Leaders can and should change their style to fit their followers degree of readiness (willingness and ability) Therefore, it is possible to TRAIN leaders to better fit their style to their followers.
LOW
HIGH
LOW
? Leadership Styles
Unable
? Leadership Styles ?
Unable
Directive
? Leadership Styles
Unable
Directive
Unable
Directive
Supportive Participative
Monitoring
Leadership Styles
Unable
Directive
RESULT: In subordinates will have higher performance ratings, less turnover, and greater job satisfaction
Path-Goal Theory
Premise
Leader must help followers attaining goals and reduce roadblocks to success Leaders must change behaviors to fit the situation (environmental contingencies & subordinate contingencies)
Leader-Participation Model
Premise: Rule based decision tree to guide leaders about when and when not to include subordinate participation in decision making
Considers 12 contingency variables to consider whether or not to include subordinates in decision making
Case Studies
Analyze the leadership based on the different approaches you have learnt. Which approach fits best in this case and why? If you were in this position, which leadership approach you should have used? And why?
trained?
Ohio State Model
(High)
B E H A V I O R
Behavior
Behavior
(Low) HIGH
____________BEHAVIOR MODERATE
(High)
LOW
DEVELOPING
DEVELOPED