leadership2.ppt

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Chapter Twelve

Leadership



Trait Theory

• Historic findings reveal that leaders and followers vary by

- intelligence- dominance- self-confidence- level of energy and activity- task-relevant knowledge

• Contemporary findings show that - people tend to perceive that someone is a leader when he orshe exhibits traits associated with intelligence, masculinity, anddominance

- people want their leaders to be credible- credible leaders are honest, forward-looking, inspiring, andcompetent

Leadership Traits: represent the personal characteristics that

differentiate leaders from followers.



Trait Theory (continued)

• Gender and leadership - men and women were seen as displaying more task andsocial leadership, respectively

- women used a more democratic or participative stylethan men, and men used a more autocratic and directivestyle than women

- men and women were equally assertive

- women executives, when rated by their peers, managersand direct reports, scored higher than their malecounterparts on a variety of effectiveness criteria



Behavioral Styles Theory

• Ohio State Studies identified two critical dimensions of leader behavior.1. Consideration: creating mutual respect and trust withfollowers2. Initiating Structure: organizing and defining what group

members should be doing

• University of Michigan Studies identified two leadershipstyles that were similar to the Ohio State studies- one style was employee centered and the other was jobcentered

• Blake and Mouton’s Managerial Grid represents four

leadership styles found by crossing concern for productionand concern for people

• Research shows that there is not one beststyle of leadership. The effectiveness of a

particular leadership style depends on thesituation at hand.



Skills and Best Practices: Tips for ImprovingLeader Effectiveness

Behavior Recommended Behaviors

Listen Intensely listen to what others have to say.Determine the true cause of performanceproblems.

Examine Think through problems from all perspectives. Donot play favorites and find solutions that benefiteveryone involved.

Assist Help others to learn from mistakes and errors.

Develop Explain the rationale for decisions and implementfair policies and procedures.

Encourage Provide employees with the resources needed todo a job. Gently push people to advance into moredemanding roles.

Recognize Praise people for their good work. Focus on thepositive whenever possible.



House’s Path-Goal TheoryEmployee Characteristics - Locus of control

- Task ability- Need for achievement- Experience- Need for clarity

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

Leadership Styles- Directive- Supportive- Participative- Achievement oriented

Employee Attitudesand Behavior

- Job satisfaction- Acceptance of leader- Motivation



Transactional versus CharismaticLeadership

Transactional Leadership: focuses on the interpersonal

interactions between managers and employees

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



Transactional versus CharismaticLeadership (continued)

• Charismatic Leadership: emphasizes symbolic leader

behavior that transforms employees to pursue organizationalgoals over self-interests

• Charismatic 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

• For class discussion: Should a leader be both

transactional and charismatic? Is charismatic leadership onlycritical for senior executives and not for entry level supervisorsor managers?



Charismatic Model of Leadership (cont)

Individual andOrganizational

Characteristics

Leaderbehavior

Effects onfollowers and

work groups

Outcomes

• Organizational Culture

•Leader establisheshigh performanceexpectations anddisplays confidencein him/herself and

the collective abilityto realize the vision

•Leader models thedesired values,traits, beliefs, andbehaviors needed to

realize the vision

•Increasedidentification with theleader and thecollective interests of organizational

members•Increased cohesionamong workgroupmembers

•Increased self-esteem, self-efficacy,

and intrinsic interestsin goalaccomplishment

•Increased rolemodeling of charismatic leadership

•Self-sacrificialbehavior

•Organizationalcommitment

•Task meaningfulnessand satisfaction

•Increasedindividualgroup, andorganizational

performance

• Traits



The Leader-Member Exchange(LMX Model)

• This model is based on the idea that one of twodistinct types of leader-member exchangerelationships evolve, and these exchanges are relatedto important work outcomes.

- in-group exchange: a partnership characterized bymutual trust, respect and liking

- out-group exchange: a partnership characterized bya lack of mutual trust, respect and liking

• Research supports this model



Bennis (1989)

Managers Administer and copy

Maintain

Focus on systems & structure

Rely on control

Short-range view - bottom line

Ask how and when

Accept the status quo

Classic good soldier

Do things right

LeadersInnovation and originality

Develop

Focus on people

Inspire trust

Long-range view - the horizon

Ask what and why

Challenge the status quo

Own person

Do the right things

'the liberation of talent rather than restraint by rule’ Leaders aim at 'winninghearts and minds'. Mere managers aim at optimising the use of 'resources'.(Peters & Austin, 1985).

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