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Chapter 9

Leadership styles and behaviors depend on situational factors. The contingency theories of leadership suggest that the most effective leadership approach depends on aspects of the followers and the situation. For example, Fiedler's contingency theory ties leadership style to factors like task structure and leader-member relations. Similarly, the situational leadership model proposes that the optimal amount of direction and socioemotional support depends on follower readiness. Transformational leadership inspires followers to achieve higher goals and charismatic leadership relies on personal charisma. Substitutes for leadership may exist in factors like follower ability. Effective leaders adapt their approach to the specific context.

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Jason Ronald B. Grabillo
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204 views

Chapter 9

Leadership styles and behaviors depend on situational factors. The contingency theories of leadership suggest that the most effective leadership approach depends on aspects of the followers and the situation. For example, Fiedler's contingency theory ties leadership style to factors like task structure and leader-member relations. Similarly, the situational leadership model proposes that the optimal amount of direction and socioemotional support depends on follower readiness. Transformational leadership inspires followers to achieve higher goals and charismatic leadership relies on personal charisma. Substitutes for leadership may exist in factors like follower ability. Effective leaders adapt their approach to the specific context.

Uploaded by

Jason Ronald B. Grabillo
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Chapter 9: Leadership

in Organization
Leadership

- It is the ability to INSPIRE CONFIDENCE and


SUPPORT
among the people on whose competence
and
commitment performance depends.
Leadership Traits and
Characteristics
The logical approach to understanding
leadership is
to study the leadership traits and
characteristics.

Research evidence confirms that effective


leaders are different from other people
Cognitive Skills

It refers to MENTAL ABILITY and knowledge.


*Organizational leaders possess effective
problem-solving ability.

High-level cognitive skill is for an executive


to be able to understand changing business
conditions that could effect organization.
Personality Traits

This refers to SELF-AWARENESS, it is the


processing feedback about oneself to
improve personal effectiveness.
SELF-CONFIDENCE is frequently associated
with leadership effectiveness.
TRUSTWORTHINESS contributes to
leadership effectiveness.
CONSISTENCY refers to reliability and
predicatability.
INTEGRUITY centers on telling the truth and
keeping promises.
AUTHENTICITY is a cluster of traits, related
to trustworthiness.

EMOTIONAL INTELLIGENCE is a major


contributor to leadership effectiveness.
*Many leaders have failed because of
glaring deficits in emotiona intelligence.
Motives

It propels the leader to be interested in


influencing others.
* A need for achievement often facilitates
leadership effectiveness.
What will you do?
Scenario 1

Two of your staff, Lei and Mei, had an


argument which is not work-related. As a
result, they don't talk to each other and it
greatly affect their work performance. Lei
always talk behind Mei's back to his
colleagues. However, Mei just stay quiet in a
corner and try to overcome things by herself
but her performance is not of the standard
anymore.
Scenario 2

One of your staff, Carmel, is hitting goals.


However, she is not outgoing. She likes
working by herself alone. She prefer to do
and finish task that is intented for two
people. You have heard from one of your
staff that the project that you gave Carmel
and Carl was done by Carmel alone. Carl is
just sitting on his chair and enjoying playing
COC and chatting with her girlfriend in the
last 2 weeks.
Scenario 3

It's been a month since you become the


department head. But none of your staff are
hitting goals. You checked their records in
the last 3 months but only 1 was able to hit
his goal. Within a month, you keep on telling
them what to do and instructing them on
how to do it but nothing is happening.
LEADERSHIP BEHAVIORS AND
STYLES
LEADERSHIP BEHAVIORS AND
STYLES
Behavioral Approach to Leadership
Leadership Style

I.Leadership Dimensions
A. Initiating Structure - the degree to which
the leader establishes structure for group
members.
B. Consideration - the degree to which the
leader creates and environment of emotional
support, warmth, friendliness and trust.

Production-centered vs. Employee-centered


Managers
LEADERSHIP BEHAVIORS AND
STYLES

II. Leadership Grid

Concern for production - includes results,


performance, profits and mission.
Concern for people - includes group members
and coworker
Team management - leads to high productivity,
satisfaction, and creativity
LEADERSHIP BEHAVIORS AND
STYLES
III. Leader-Member Exchange Model
- leaders develop unique working relationships
with each group member

In-group vs. Out-group


LEADERSHIP BEHAVIORS AND
STYLES

IV. Servant Leadership

Servant Leader - serves constituents by working


on their behalf to help them achieve their goals.
CONTINGENCY THEORIES OF
LEADERSHIP
CONTINGENCY THEORIES OF
LEADERSHIP

The best style of leadership depends on factors


relating to group members and the work
setting.

I. Fiedlers Contingency Theory


II.The PathGoal Theory
III.The Situational Leadership Model
IV.The Normative Decision Model
FIEDLERS CONTINGENCY THEORY
THE PATHGOAL THEORY
achieving high morale and productivity.

Path-goal
a focus on
helping employees
find the correct
path to goal
attainment.
THE SITUATIONAL LEADERSHIP
MODEL
THE NORMATIVE DECISION
MODEL
views leadership as a decision-making process in
which the leader examines certain factors within
the situation to determine which decision-
making style will be the most effective.

Decide
Consult (individually)
Consult (group)
Facilitate
Delegate
THE NORMATIVE DECISION
MODEL
views leadership as a decision-making process in
which the leader examines certain factors within
the situation to determine which decision-making
style will be the most effective.

Decision significance
Importance of commitment
Leaders expertise
Likelihood of commitment
Group support for objectives
Group expertise
Team competence
Transformational and
Charismatic Leadership
James McGregor Burns
- leaders and followers raise one another to
higher level of motivation and morality
- concerned with engaging the hearts and
minds of many people
- responsibility for leadership is shared with
many people
- helps organizations and people make
positive changes in the way they conduct
their activities
- major contributing factor is charisma
(ability to lead based on personal charms,
magnetism, inspiration, and emotion)
A Transformational Leader...

- exerts a higher level of influence and


motivates people to do more than expected
- is key to revitalizing large organizations
- can develop new visions for a firm and
mobilize employees to accept and work towards
attaining these visions
- make a difference in the lives of others
Transformation takes place in
one or more of the following
ways
1. By raising people's level of consciousness
about the importance and value of
designated rewards and ways to achieve
them
2. By getting people to transcend their self-
interests for the sake of the work group
3. By raising people's focus on minor
satisfactions to a quest for self-fulfillment
4. By helping workers to adopt a long-range,
broad perspective and focus less on day-to-
day concerns
5. By helping people understand the need
for change
6. By investing managers with a sense of
urgency
7. By committing to greatness
8. By engaging in worthwhile exchanges
with group members
Dimensions of Transformational
Leadership
1. Vision
2. Staff Development
3. Supportive Leadership
4. Empowerment
5. Innovative Thinking
6. Lead by Example
7. Charisma
Charismatic Leadership

- inspires group members and facilitates


transformations
- charisma lies in the eye of the beholder
-key characteristic of charismatic leaders is
their vision
A Charismatic Leader

- uses input from workers to craft their


visions
- is a masterful communicator
- inspires trust
- is energetic and uses an action-oriented
leadership style
- is adept at managing impression well
Substitutes for Leadership

- competent leadership is not necessary


- incompetent leadership can be
counterbalanced by certain factors
- leadership is of little consequence to
performance and satisfaction of members
- neutralize the effects of leadership
Group-Member Characteristics
that can Substitute for
Leadership
1. Ability
2. Experience
3. Training
4. Professional Orientation
Approaches in Choosing an
Appropriate Leadership Model
1. Developing the right traits
2. Initiating structure and consideration
dimensions of leadership
3. Leadership Grid
4. Leader-Member Exchange Model
5. Fiedler's Contingency Theory of
Leadership
6. Path-Goal Theory of Leadership
7. Situational Leadership Model
8. Normative Decision Model
9. Transformational Leadership
10. Charismatic Leadership
11. Substitutes for Leadership
Implications for Managerial
Practice
- Technically competent and well-motivated
employees require less guidance
- Exhibiting charisma can benefit the vast
majority of leaders
- Organizations still need decisive, creative,
and independent thinking leaders
- Transformational leaders is sometimes not
necessary

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