Leadership Behavior and Contingency Path Theory

Today we talk about:Today we talk about:Leader Behavior and the Leader Behavior and the

importance of contextimportance of contextDiogo Andrade & Franziska Becker

And applying!

Welcome to our facilitation!

Wh

at is

lead

ers

hip

?W

hat is

lead

ers

hip

?H

ow

does it

look lik

e t

o b

e

How

does it

look lik

e t

o b

e

a g

ood

lead

er?

a g

ood

lead

er?

When do I feel being well led?When do I feel being well led?

Why is my leader a good leader?Why is my leader a good leader?Why is my team a good team?Why is my team a good team?

Did you make any Did you make any experiences with good or experiences with good or

bad leader behavior?bad leader behavior?Experience is a great teacher.

John Legend

Today:Today:

Chapter 7:Leadership & Leader Behaviors


Chapter 8:Contingency & Path- Goal Theories of leadership


Agenda for todayChapter 7 & Chapter 8

1. Four- factor theory of leadership

1. Leadership behavior on Employee

Grievances and Turnover

2. Leader Self- Sacrifice and Leadership Effectiveness

3. Leader Behavior on LMX

1. Four- factor theory of leadership

1. Leadership behavior on Employee

Grievances and Turnover

2. Leader Self- Sacrifice and Leadership Effectiveness

3. Leader Behavior on LMX

1.Path- Goal Theory of leadership

2. How do you make leaders more effective?

1.Path- Goal Theory of leadership

2. How do you make leaders more effective?

Leader and Leaders BehaviorLeader and Leaders Behavior

How does this topic contribute to our understanding of leadership and

leader effectiveness/ success?

1. Examination of what leaders do helps us understanding what it means to be a good leader

2. People with specific traits (previous chapters) are more likely to engage in leadership positions

3. Leadership seen as an activity highlights the importance of context and makes useful behavior

situation-specific

1. Examination of what leaders do helps us understanding what it means to be a good leader

2. People with specific traits (previous chapters) are more likely to engage in leadership positions

3. Leadership seen as an activity highlights the importance of context and makes useful behavior

situation-specific

4- Factor 4- Factor TheoryTheory

Bowers & Seashore (1966)Bowers & Seashore (1966)

Organizational Organizational EffectivenessEffectiveness

Four- Factor Theory of LeadershipBowers & Seashore

1. Consideration

1. Initiating Structure

1. Production emphasis

1. Sensitivity

1. Production orientation

1. Employee orientation

1. Group maintenance functions

1. Goal achievement functions

Ohio State UniversityOhio State University University of MichiganUniversity of Michigan Research Center for Group Dynamics

Research Center for Group Dynamics

1. Human relations skills

1. Technical skills

1. Administrative skills

Mann’s three skillsMann’s three skills

1. Support 2. Interaction facilities3. Goal emphasis4. Work facilitation

1. Consideration

1. Initiating Structure

1. Production emphasis

1. Sensitivity

1. Production orientation

1. Employee orientation

1. Group maintenance functions

1. Goal achievement functions

Ohio State UniversityOhio State University University of MichiganUniversity of Michigan Research Center for Group Dynamics

Research Center for Group Dynamics

1. Human relations skills

1. Technical skills

1. Administrative skills

Mann’s three skillsMann’s three skills

Four- Factor Theory of LSHFour- Factor Theory of LSH

What were the most important aspects for you here? Our Top 3

1. Satisfaction + performance = effectiveness

1. The influence of Peer & managerial leadership characteristics on leadership effectiveness

1. General conclusion

Deeper insights to Bower & Seashore(1966)

Deeper insights to Bower & Seashore(1966)

Performance factors

Performance factors

Satisfaction factors

Satisfaction factors

Goal emphasis (def.) - Behavior that stimulates an enthusiasm for meeting the group's goal or achieving excellent performance.

Interaction facilitation (def.) – Behavior that encourages members of the group to develop close, mutually satisfying relationships.

Did you all understand the results?

General conclusionGeneral conclusionIt is interesting, that the best predictor is the best peer

measure of possible leadership effectiveness

If you want the people who work for you to behave in a certain way, model that behaviour yourself.

LSH patterns Employee LSH patterns Employee Grievances & Grievances &

Turnover TurnoverFleishman & Harris (1962)Fleishman & Harris (1962)

Leadership patterns/ behavior

Leadership patterns/ behavior Group behaviorGroup behavior

ConsiderationConsideration

StructureStructure

GrievancesGrievances

TurnoverTurnover

“Thus, it appears that for neither Consideration nor Structure is there an “optimum” point in the middle of the range below and above which grievances rise”

“Thus, it appears that for neither Consideration nor Structure is there an “optimum” point in the middle of the range below and above which grievances rise”

Given our last session on leader emergence can you think of a

sound reasoning for this result?

Given our last session on leader emergence can you think of a

sound reasoning for this result?

GrievancesGrievances TurnoverTurnover

Escape of a problem in absence of

mutual trust

Escape of a problem in absence of

mutual trust

Little increase in grievances and turnover

when…

Little increase in grievances and turnover

when…

High structure is seen as

threat when…

High structure is seen as

threat when…

Leadership patterns/ behavior

Leadership patterns/ behavior Group behaviorGroup behavior


StructureStructure

GrievancesGrievances

TurnoverTurnover

Physical & Mental health ?

Physical & Mental health ?

Possible mediator:

Follower’s emotions?Follower’s emotions?

Follower’s emotionsFollower’s emotionsPhysical & Mental Health

Physical & Mental Health

• New leadership research branch with the advantage of being fact- based (specific behaviors rather than styles)

• empirical evidence that leader behavior has an effect on the likelihood of employees’ blood pressure, heart diseases, musculoskeletal symptoms

• good leadership was associated with a 27% reduction in sick leave and a 46% reduction in disability pensions (Kuoppala, 2009)

1. Micro management2. Treating all employees equally3. Keeping promises4. Providing the right skills

training for job performance

• “relationships between followers’ experienced employee-centered leadership and job engagement and intentions to leave the organization, respectively, are fully mediated by their positive emotional experiences” (..) (Glaso et al., 2011)

Explanation: potential for strengthening the follower’s sense of being a valuable and competent person

Leader Self- Sacrifice & Leader Self- Sacrifice & Leadership EffectivenessLeadership EffectivenessDe Cremer & Knippenberg (2004)De Cremer & Knippenberg (2004)

‘‘leadership involves persuading other people to set aside for a period of time their individual concerns and to pursue a common goal that is important for the responsibilities and welfare of a group’’(Hogan, Curby, & Hogan, 1994, p. 493; Chapter 7)

LeadershipLeadership

Femininity has been associated with an expressive orientation, an affective concern for the welfare of others(Gershenoff & Foti, 2003; Chapter 4)

‘‘Behavior indicative of friendship, mutual trust, respect and warmth.”(Pierce & Nordstrom, 2011; Chapter 7)

FemininityFemininity


‘‘e.g. charisma, expertise, friendship.”(Pierce & Nordstrom, 2011; Chapter 6) Personal PowerPersonal Power

‘‘Self- sacrificial leader is able to motivate followers to go beyond their self- interest and to look to the welfare of the collective (..)” (Pierce &

Nordstrom, 2011; Chapter 6)

Self- SacrificeSelf- Sacrifice

Attributes of a social nature

Leader’s display of self- confidence in pursuit of

collective goals communicate the likelihood or expectation

of collective success

Leader’s display of self- confidence in pursuit of

collective goals communicate the likelihood or expectation

of collective success

Self- confidenceSelf- confidence

The accelerator/ the communicator/ the motivator

Leadership effectiveness

Collective identification

Leadership effectiveness

Collective identification

It is not that complex …

Self – sacrifice = the collective is valuable = “A leader

needs follower to be a leader”

Self- confidence = expectation of collective success =

communicating (an exchange tool) goals

It is not that complex …

Self – sacrifice = the collective is valuable = “A leader

needs follower to be a leader”

Self- confidence = expectation of collective success =

communicating (an exchange tool) goals

How does this How does this look like in real look like in real life?life?

A more holistic view on leadership A more holistic view on leadership effectivenesseffectivenessKlenke, 2007Klenke, 2007

We need leaders who have a deep sense of purpose and are true to their core values.George suggested that corporate boards choose authentic leaders for (..) values and ability to motivate employees to create genuine value for customers.

Influence of Leader Behaviors on the Influence of Leader Behaviors on the Leader-Member Exchange Leader-Member Exchange RelationshipRelationshipGary Yukl, Mark O´Donnel, and Thomas Taber (2009)

Antecedent

Influence of Leader Behaviors on the Influence of Leader Behaviors on the Leader-Member Exchange RelationshipLeader-Member Exchange Relationship

Transformational Leadership behavior is associated with high LMX

Supporting - Acting considerate, showing sympathy and support when someone is upset or anxious, and providing encouragement and support when there is a difficult, stressful task

identified specific types of relations-oriented behavior that managers can use to improve their exchange relationship

… outcomes such as increased job satisfaction, task motivation, and performance by subordinates

Today:Today:





“as conditions change, so do the leadership needs that are created and the leader behaviors that will prove effective” – book- pg 194

“the context creates a unique set of group need, which then calls for a different approach to leadership” – Stogdill (1948)

Self Assessment exercise: Least Preferred Co-Worker (LPC)

Masculinity – Associated with an instrumental orientation, a cognitive focus on getting the job done

Femininity – Associated with an expressive orientation, an affective concern for the welfare of others

Low LPC- leaders are more task oriented

High LPC- Leaders are more relationship oriented

Path-Goal Theory of LeadershipPath-Goal Theory of Leadership

Robert J. House & Terence R. Mitchell (1974)

Effects of supervisory training concluded that the effects of supervisory training in modifying behavior were very short lived and did not improve performance

Path- Goal TheoryPath- Goal Theory of Leadershipof Leadership

Leaders are effective because of impact on subordinates:

MotivationPerformance Satisfation


Leader Directiveness

SupportiveLeadership

AchievementOriented Leadership

Participative Leadership

Locus of

Control

Internal X

External X

AbilityHigh -Low

Task

autonomy Xstressful, frustrating or

dissatisfying X

non-repetitive X

ambiguous task X X Xclear task

StructureLow XHigh

Result: satisfaction satisfaction performance satisfactionperformance


» make connection to leadership styles.. In order to get the answer:

It all depends - sentence pg 204

How Do You Make Leaders More How Do You Make Leaders More Effective? New answers to an old puzzleEffective? New answers to an old puzzle

Fred E. Fiedler (1972)

Effects of supervisory training concluded that the effects of supervisory training in modifying behavior were very short lived and did not improve performance

Are leadership Are leadership training programs training programs irrelevant? irrelevant?

Contingency theory of leadership:Contingency theory of leadership:

How Do You Make Leaders More How Do You Make Leaders More Effective? New answers to an old puzzleEffective? New answers to an old puzzle

Sources and interesting linksSources and interesting links

Interesting links on practical approaches to leadership:

Leadership effectiveness through strategic leadership development:http://www.vrhconsulting.com/2003VRHSpringNEWSLINE.pdf

Sources: The impact of leader behavior on Employee Health retrieved at: February

29th, 2011 from: http://www.boston.com/jobs/employers/hr/nehra/2011/02/the_impact_of_leader_behavior.html

Klenke (2007), Authentic Leadership: A Self, Leader, and Spiritual Identity Perspective, Leadership Development Institute, Regent University

Pierce & Nordstrom (2011), Leaders and the Leadership Process, McGrawHill

Leadership Behavior and Contingency Path Theory

Business

Transcript of Leadership Behavior and Contingency Path Theory