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ChapterLeadership77

After completing this chapter, you should be able to:1. Explain what leadership is and how it affect behavior.2. Describe leadership trait theory.3. List and describe five behavioral leadership theories.4. List and describe four contingency leadership theories.5. Explain four situational supervisory styles.6. Identify three characteristics that substitute for leadership.7. Define the following 14 key terms (in order of appearance in the chapter):

leadership normative leadership theoryleadership trait theory situational leadershipbehavioral leadership theories autocratic styleLeadership Grid consultative stylecontingency leadership theories participative stylecontingency leadership theory laissez-faire styleleadership continuum

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Leadership Trait Theory

Leadership trait theory: assumes that there are distinctive physical and psychological characteristics accounting for leadership effectiveness.

Ghiselli’s six significant leadership traits Supervisory ability (Getting the job done through others). Need for occupational achievement (Seeking responsibility). Intelligence (Good judgment, reasoning, thinking capacity). Decisiveness (Solve problems and make decision). Self-assurance (Copes with problems, self-confidence). Initiative (Self-starting).

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Behavioral Leadership Theories

Behavioral leadership theories: assume that there are distinctive styles that effective leaders use consistently, or, that good leadership is rooted in behavior.

Basic leadership styles Autocratic (Theory X) Democratic (Theory Y) Laissez-faire (free-rein)

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Ohio State/U. of Michigan Model

High consideration(employee centered)

and

Low structure(job centered)

High structure(job centered)

and

High consideration(employee centered)

123

4Low consideration

(employee centered)

and

Low structure(job centered)

High structure(job centered)

and

Low consideration(employee centered)

Initiating structure(job centered)

HighLow

Con

side

ratio

n(e

mpl

oyee

cen

tere

d)High

Low

3

5

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The Leadership Grid

The Managerial Grid: Blake and Mouton’s model identifying the ideal leadership style as having a high concern for both production and people. Five major styles (out of 81 possible)

The impoverished manager (1,1) The sweatshop manager (9,1) The country club manager (1,9) The organized person manager (5,5) The team manager (9,9)

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The Leadership Grid

1,9 9,9

9,11,1

5,5

Concern for production

High 9

9 High

Low 1

Low 1

Con

cern

for p

eopl

e

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Transformational Leadership

Transformational leadership: focuses on the behaviors of successful top-level managers. Three acts:

Recognizing the need for revitalization. Creating a new vision. Instituting a change.

Transformational leadership styles: Charismatic Leadership Transactional Leadership

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Contingency Leadership Theory

Contingency leadership theory: Fiedler’s model to determine if leadership style is task or relationship orients, and if the situation matches the style.

Leadership style Determined by filling out LPC scales.

Situational Favorableness Leader-member relations. Task structure. Position power.

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Contingency Leadership Model

Question 1Are leader-member

relations good or poor?

Question 2Is the task

structured or unstructured?

Question 3Is position power strong or weak?

AppropriateStyle

Situ

atio

n

1 Task

2 Task

3 Task

4 Relationship

5 Relationship

6 Relationship

7 Either

8 Task

EndStart

Strong

Weak

Strong

Weak

Strong

Weak

Strong

Weak

Structured

Structured

Unstructured

Unstructured

Good

Poor

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Continuum of Leadership Behavior

Leader makes

decision and announces it

1

Leader“sells”

decision

2

Leaderpresents ideas and

invites questions

3

Leaderpresents tentative decision

subject to change

4

Leaderpresents problem,

gets suggestions, and makes decision

5

Leaderdefines

limits and asks group

to make decision

6

Leaderpermits

subordinates to function

within limits defined by

leader

7

Autocratic style

Participative style

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Normative Leadership Theory (I)

Normative leadership theory: Vroom and Yetton’s decision-tree model that enables user to select on of five leadership style appropriate for the situation. Five styles:

AI — Autocratic. Leader makes decision alone with available information.

AII — Autocratic. Leader makes decision alone, but uses information from subordinates.

CI — Consultative. Leader meets with subordinates individually, explains situation, gets information and ideas. Leader may or may not use subordinate’s input. Leader makes decision alone.

CII — Consultative. Leader meets with subordinates as a group, with same process as CI.

GII — Group oriented. Leader meets with subordinates as a group, explains the situation and allows the group to make the decision.

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Normative Leadership Theory (II) Determining the appropriate leadership

Is there a quality requirement such the one solution is likely to be more rational than another?

Do I have sufficient information to make a high-quality decision? Is the problem structured? Is acceptance of a decision by subordinates critical to effective

implementation? If I were to make the decision by myself, is it reasonably certain that

it would be accepted by my subordinates? Do subordinates share the organizational goals to be attained in

solving the problem? Is conflict among subordinates likely in the preferred solution (not

relevant to individual problems)? Do subordinates have sufficient information to make a high-quality

decision?

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Situational Leadership

High Moderate Low

Imm

atur

e

Mat

ure

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Situational Supervision Model

Capability Levels (C) Supervisory Styles (S)(C-1) Low (S-A) AutocraticThe employees are unable to and/or High directive/low supportunwilling to do the task without direction. Tell employees what to do and closely oversee performance. Give little or no support. Make decisions by yourself.(C-2) Moderate (S-C) ConsultativeThe employees have moderate ability and High directive/high supportare motivated. Sell employees on doing the job your way and oversee

performance at major stages. You may include their input in your decision. Develop a supportive relationship.

(C-3) High (S-P) ParticipativeThe employees are high in ability but may lack Low directive/high support self-confidence or motivation. Provide little or no direction. Let employees do the

task their way. Spend limited time overseeing performance. Focus on end results. Make decisions together, but you have the final say.

(C-4) Outstanding (S-L) Laissez-FaireThe employees are very capable and highly Low directive/low supportmotivated. Provide little or no direction and support. Let employees

make their own decisions.