© 2003 McGraw-Hill Ryerson Ltd. Leadership Chapter Eleven.

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© 2003 McGraw-Hill Ryerson Ltd. Leadership Leadership Chapter Eleven

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Transcript of © 2003 McGraw-Hill Ryerson Ltd. Leadership Chapter Eleven.

Page 1: © 2003 McGraw-Hill Ryerson Ltd. Leadership Chapter Eleven.

© 2003 McGraw-Hill Ryerson Ltd.

LeadershipLeadership

Chapter Eleven

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© 2003 McGraw-Hill Ryerson Ltd.

Trait and Behavioural TheoriesTrait and Behavioural Theories

•Leadership Trait Theory

•Behavioural Leadership Theory

Situational TheoriesSituational Theories

•Fiedler’s Contingency Model

•Path-Goal Theory

Chapter Eleven OutlineChapter Eleven Outline

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From Transactional, Charismatic, and From Transactional, Charismatic, and Transformational LeadershipTransformational Leadership

•Research and Managerial Implications

Additional Perspectives on LeadershipAdditional Perspectives on Leadership

•The Leader-Member Exchange (LMX) Model of Leadership

•Substitutes for Leadership

•Servant-Leadership

•Superleadership

Chapter Eleven OutlineChapter Eleven Outline (cont’d)(cont’d)

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Universally favourable traits (House):Universally favourable traits (House):

• Dynamism

• Decisiveness

• Honesty

• Capacity to motivate

• Capacity to negotiate with others

• Focus on performance

Universally unfavourable traits (House):Universally unfavourable traits (House):

• Autocratic

• Egocentric

• Irritable

Leadership traitsLeadership traits represent the personal characteristics that differentiate leaders from followers.

Leadership Trait TheoryLeadership Trait Theory

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Gender and leadershipGender and leadership

men and women were seen as displaying more task and social leadership, respectively

women used a more democratic or participative style than men, and men used a more autocratic and directive style than women

men and women were equally assertive

women executives, when rated by their peers, managers and direct reports, scored higher than their male counterparts on a variety of effectiveness criteria

Leadership Trait Theory Leadership Trait Theory (cont’d)(cont’d)

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two critical dimensions of leader behaviour are:1. Consideration (employee-centred):1. Consideration (employee-centred):

-creating mutual respect and trust with followers2. Initiating Structure (task-centred):2. Initiating Structure (task-centred):

-organizing and defining what group members

should be doing Blake and Mouton’s Managerial GridBlake and Mouton’s Managerial Grid

represents four leadership styles found by crossing concern for production and concern for people

Research shows that there is not one best style of leadership. The effectiveness of a particular leadership style depends on the situation at hand.

Behavioural Leadership TheoryBehavioural Leadership Theory

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SituationalControl

High ControlSituations

Moderate Control Situations

Low ControlSituations

Leader-memberrelations

Task Structure

Position Power

Good Good Good

High High High

Strong Weak Strong

Good Poor Poor

Low High High

Weak Strong Strong

Poor Poor

Low Low

Strong Weak

Situation I II III IV V VI VII VIII

Optimal Optimal LeadershipLeadership

StyleStyle

Task Motivated Task Motivated LeadershipLeadership

Relationship Relationship Motivated Motivated LeadershipLeadership

Task Task Motivated Motivated Leadership Leadership

Representation of Fiedler’s Representation of Fiedler’s Contingency ModelContingency Model

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Employee CharacteristicsEmployee Characteristics- Locus of control- Task ability- Need for achievement- Experience- Need for clarity

Environmental FactorsEnvironmental Factors- Employee’s task- Authority system- Work group

Leadership StylesLeadership Styles- Directive- Supportive- Participative- Achievement oriented

Employee AttitudesEmployee Attitudes and Behaviour and Behaviour- Job satisfaction - Acceptance of leader- Motivation

Path-Goal Theory

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Transactional leadershipTransactional leadership focuses on the interpersonal interactions between managers and employees

• Transactional LeadersTransactional Leaders- use contingent rewards to motivate employees- exert corrective action only when employees fail to obtain performance goals

Transactional LeadershipTransactional Leadership

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Charismatic leadershipCharismatic leadership emphasizes symbolic leader behaviour that transforms employees to pursue organizational goals over self-interests

• Charismatic LeadersCharismatic Leaders- use visionary and inspirational messages- rely on non-verbal communication- appeal to ideological values- attempt to intellectually stimulate employees- display confidence in self and followers- set high performance expectations

Charismatic LeadershipCharismatic Leadership

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Transformational leadershipTransformational leadership involves the creation, communication, and modeling of a vision, and behaviours aimed at building commitment to the vision on the part of their followers

• Transformational LeadersTransformational Leaders-do not necessarily have strong charisma-deal with employees on an individual, day to day level-build commitment to change

Transformational LeadershipTransformational Leadership

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Individual andOrganizationalCharacteristics

Leaderbehaviour

Effects onfollowers andwork groups

Outcomes

• TraitsTraits •Leader establishes a vision

•Leader establishes high performance expectations and displays confidence in him/herself and the collective ability to realize the vision

•Leader models the desired values, traits, beliefs, and behaviours needed to realize the vision

•Increased intrinsic motivation

•Increased identification with the leader and the organization

•Increased cohesion among work group members

•Increased self-esteem, self-efficacy

• Increased role modeling of charismatic leadership

•Personal commitment to leader and vision

•Self-sacrificial behaviour

•Organizational commitment

•Task meaningfulness and satisfaction

•Increased individual group, and organizational performance

• Organizational Organizational CultureCulture

Charismatic Model of LeadershipCharismatic Model of Leadership

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• This model is based on the idea that one of two This model is based on the idea that one of two distinct types of leader-member exchange distinct types of leader-member exchange relationships evolve, and these exchanges are relationships evolve, and these exchanges are related to important work outcomes.related to important work outcomes.- in-group exchange:in-group exchange: a partnership characterized by mutual trust, respect and liking- out-group exchange:out-group exchange: a partnership characterized by a lack of mutual trust, respect and liking

• Research supports this modelResearch supports this model

The Leader-Member Exchange The Leader-Member Exchange (LMX Model)(LMX Model)

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Characteristic

Relationship-Oriented or Considerate Leader Behaviour is Unnecessary

Task-Oriented or Initiating Structure Leader Behaviour is Unnecessary

Of the SubordinateOf the Subordinate

1. Ability, experience, training, knowledge X

2. Need for independence X X

3. “Professional” orientation X X

4. Indifference toward organizational rewards

X X

Of the TaskOf the Task

5. Unambiguous and routine X

6. Methodically invariant X

7. Provides its own feedback concerning accomplishment X

8. Intrinsically satisfying. X

Substitutes for LeadershipSubstitutes for Leadership

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Characteristic

Relationship-Oriented or Considerate Leader Behaviour is Unnecessary

Task-Oriented or Initiating Structure Leader Behaviour is Unnecessary

Of the OrganizationOf the Organization

9. Formalization (explicit plans, goals, and areas

of responsibility)

X

10. Inflexibility (rigid, unbending rules and procedures)

X X

11. Highly specified and active advisory and staff functions

X X

12. Closely knit, cohesive work groups X X

13. Organizational rewards not with the leader’s control

14. Spatial distance between superior and subordinate

X

Source: Adapted from S Kerr and J M Jermier, “Substitutes for Leadership:Their Meaning and Measurement,” Organizational Behavior and Human Performance, December 1978, pp 375-403

Substitutes for LeadershipSubstitutes for Leadership (cont’d)(cont’d)

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• Servant leadership represents a philosophy in which leaders focus on increased service to others rather than to oneself.

• A belief that great leaders act as servants, putting the needs of others, including employees, customers, and community as their first priority.

• A long-term, transformational approach to life and work

Servant LeadershipServant Leadership

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1. Listening1. Listening

2. Empathy2. Empathy

3. Healing3. Healing

4. Awareness4. Awareness

5. Persuasion5. Persuasion

6. Conceptualization6. Conceptualization

7. Foresight 7. Foresight

8. Stewardship8. Stewardship9. Commitment to the growth of peopleCommitment to the growth of people

10. Building10. Building community community

Characteristics of the Characteristics of the Servant-LeaderServant-Leader

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• A superleader is someone who leads others to lead themselves by developing employees’ self-management skills.

• Superleaders attempt to increase employees’ feelings of personal control and intrinsic motivation.

• Empower followers by acting as a teacher and coach rather that as a dictator and autocrat

SuperleadershipSuperleadership


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