Download Leadership

0
BY
Mrs. Rand Omran Alastal
Robbins & Judge
Organizational Behavior
14th Edition
Leadership
Kelli J. Schutte
William Jewell College
12-1
After studying this chapter you should be able to:
–
–
–
–
–
–
Define leadership and contrast leadership and management.
Summarize the conclusions of trait theories of leadership.
Identify the central tenets and main limitations of behavioral theories.
Assess contingency theories of leadership by their level of support.
Compare and contrast charismatic and transformational leadership.
Define authentic leadership and show why effective leaders exemplify ethics
and trust.
– Demonstrate the role mentoring plays in our understanding of leadership.
– Address challenges to the effectiveness of leadership.
– Assess whether charismatic and transformational leadership generalize across
cultures.
content
 1.
 4. Summary and implications for
managers
1-3
What Is Leadership?
 Leadership
– The ability to influence a group
toward the achievement of goals
 Management
– Use of authority inherent in
designated formal rank to obtain
compliance from organizational
members
 Both are necessary for
organizational success
12-4
Trait Theories of Leadership
 Theories that consider personality, social, physical, or
intellectual traits to differentiate leaders from
nonleaders
 Not very useful until matched with the Big Five
Personality Framework
 Essential Leadership Traits
–
–
–
–
Extroversion
Conscientiousness
Openness
Emotional Intelligence (Qualified)
 Traits can predict leadership, but they are better at
predicting leader emergence than effectiveness.
12-5
Behavioral Theories of Leadership
 Theories proposing that specific behaviors differentiate
leaders from nonleaders
 Differences between theories of leadership:
– Trait theory: leadership is inherent, so we must identify the
leader based on his or her traits
– Behavioral theory: leadership is a skill set and can be taught
to anyone, so we must identify the proper behaviors to teach
potential leaders
12-6
Important Behavioral Studies
Ohio
Michigan
• Initiating structure
• Consideration
• Employee-oriented
• Productionoriented
12-7
Contingency Theories
 While trait and behavior theories do help us
understand leadership, an important component is
missing: the environment in which the leader exists
 Contingency Theory adds this additional aspect to our
understanding leadership effectiveness studies
 Three key theories:
– Fiedler’s Model
– Hersey and Blanchard’s Situational Leadership Theory
– Path-Goal Theory
12-8
Fiedler Model
 Effective group performance depends on the proper
match between leadership style and the degree to which
the situation gives the leader control.
– Assumes that leadership style (based on orientation revealed
in LPC questionnaire) is fixed
 Considers Three Situational Factors:
– Leader-member relations: degree of confidence and trust in
the leader
– Task structure: degree of structure in the jobs
– Position power: leader’s ability to hire, fire, and reward
 For effective leadership: must change to a leader who fits
the situation or change the situational variables to fit the
current leader
12-9
Graphic Representation of Fiedler’s Model
Used to
determine
which type
of leader
to use in a
given
situation
E X H I B I T 12-2
12-10
Fiedler’s Cognitive Resource Theory
 A refinement of Fiedler’s original model:
– Focuses on stress as the enemy of rationality and creator of
unfavorable conditions
– A leader’s intelligence and experience influence his or her
reaction to that stress
Stress Level
• Low
• High
Intellectual
Abilities
• Effective
• Ineffective
Leader’s
Experience
• Ineffective
• Effective
 Research is supporting the theory.
12-11
Assessment of Fiedler’s Model
 Positives:
– Considerable evidence supports the model, especially if the
original eight situations are grouped into three
 Problems:
– The logic behind the LPC
scale is not well understood
– LPC scores are not stable
– Contingency variables are
complex and hard to
determine
12-12
Situational Leadership Theory
 A model that focuses on follower “readiness”
– Followers can accept or reject the leader
– Effectiveness depends on the followers’ response to the
leader’s actions
– “Readiness” is the extent to which people have the ability
and willingness to accomplish a specific task
Ability to follow
Willingness to Follow
Leadership Behavior
Unable
Unwilling
Give clear and specific directions
Unable
Willing
Display high task orientation
Able
Unwilling
Use a supportive and participatory
style
Able
Willing
Doesn’t need to do much
12-13
House’s Path-Goal Theory
 Builds from the Ohio State studies and the expectancy
theory of motivation
 The Theory:
– Leaders provide followers with information, support, and
resources to help them achieve their goals
– Leaders help clarify the “path” to the worker’s goals
– Leaders can display multiple leadership types
 Four types of leaders:
–
–
–
–
Directive: focuses on the work to be done
Supportive: focuses on the well-being of the worker
Participative: consults with employees in decision making
Achievement-Oriented: sets challenging goals
12-14
Vroom and Yetton’s Leader-Participation Model
 How a leader makes decisions is as important as what is
decided
 Premise: Situational variables interact with leadership
attributes to impact the behavior of the leader.
– Leader behaviors must adjust to the way tasks are structured
in the organization.
– This is a normative model that tells leaders how participative
to be in their decision making of a decision tree
• Five leadership styles
• Twelve contingency variables
E X H I B I T 12-5
12-15
Leader-Member Exchange (LMX) Theory
In Groups
• Members are
similar to leader
• In the leader’s
inner circle of
communication
• Receives more
time and
attention from
leader
• Gives greater
responsibility
and rewards
Out Groups
• Managed by formal
rules and policies
• Receive less of the
leader’s attention /
fewer exchanges
• More likely to
retaliate against the
organization
12-16
Charismatic Leadership
 Charisma means gift in Greek
Unconventional
Behavior
Sensitivity to
Followers
Vision
Personal Risk
12-17
Charismatic Leadership
How do charismatic leaders influence followers?
Articulate a
Vision
Create a
Vision
Statement
Create a new
set of Values
Demonstrate
the Vision
12-18
Transformational Leaders
 Inspire followers to transcend their self-interests for
the good of the organization
Transactional
Transformational
• Contingent Reward
• Management by Exception
(active)
• Management by Exception
(passive)
• Laissez-Faire
•
•
•
•
Idealized Influence
Inspirational Motivation
Intellectual Stimulation
Individualized Consideration
12-19
Leadership Model
Transaction
Approaches
• Laissez-Faire
• Management by
Exception
• Contingent
Reward
Transformational
Approaches
• Individualized
Consideration
• Intellectual
Stimulation
• Inspirational
Motivation
• Idealized
Influence
12-20
Authentic Leaders
• Authentic leaders know who they
are, what they believe in and value,
and act upon those values and beliefs.
Ethics and Leadership
• Leadership is not free from values.
When we assess leadership, we must
assess not just the goals themselves
but also the means by which those
goals are achieved.
12-21
Trust and Leadership
 Trust – a psychological state that exists when you agree
to make yourself vulnerable to another because you
have a positive expectation for how things are going to
turn out.
– Key attribute associated with leadership
– Followers who trust their leader will align their actions and
attitudes with the leader’s behaviors/requests
Trust
Desired
Actions
Desired
Attitudes
12-22
How is Trust Developed?
Trust
Action: Risk Taking,
Information Sharing,
Group Effectiveness,
and Productivity
Leadership
Action:
Integrity,
Benevolence,
Ability
12-23
Mentoring – Leading for the Future
 Mentor: A senior employee who supports a less
experienced employee.
Career
Functions
Psychological
Functions
Helping the protégé gain skills and
abilities
Counseling the protégé to bolster
his/her confidence
Lobbying for the protégé to get
better assignments
Sharing personal experiences with
the protégé
Providing exposure to influential
individuals in the organization
Providing friendship and
acceptance
Acting as a sounding board for
ideas
Acting as a role model
12-24
Finding and Creating Effective Leaders
Selecting Leaders
Training Leaders
12-25
Global Implications
 These leadership theories are primarily studied in
English-speaking countries
 GLOBE does have some country-specific insights
– Brazilian teams prefer leaders who are high in consideration,
participative, and have high LPC scores
– French workers want a leader who is high on initiating
structure and task-oriented
– Egyptian employees value team-oriented, participative
leadership, while keeping a high-power distance
– Chinese workers may favor a moderately participative style
 Leaders should take culture into account
 The GLOBE Study
12-26
Summary and Managerial Implications
•
Leadership is central to understanding group behavior as the leader provides the
direction.
•
Extroversion, conscientiousness, and openness all show consistent relationships to
leadership.
•
Behavioral approaches have narrowed leadership down into two usable
dimensions.
•
Need to take into account the situational variables, especially the impact of
followers.
•
Research on charismatic and transformational leadership has made major
contributions to our understanding of leadership.
•
Leaders must be seen as authentic and trustworthy.
•
Investment must be made in the future through mentoring and training leaders.
12-27