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CHAPTER 11: LEADERSHIP THEORIES

What is leadership and how does itdiffer from management?

Role ofmanagementis to promotestability or to enable the organization

to run smoothly Role ofleadership is to promote

adaptive or useful changes

Leadership: process of influencing othersto understand and agree about whatneeds to be done and how to do it, andthe process of facilitating individual andcollective efforts to accomplish sharedefforts

Formal leadership:exerted by persons appointed to orelected to positions of formal

authority in organizations Informal leadership:exerted by persons who becomeinfluential because they havespecial skills that meet theresource needs of others

APPROACHES TO LEADERSHIP

Trait and behavioral theoryperspectives

Attribution and symbolic perspectives

Transformational and charismaticperspectives

Trait perspectives: Assume that traitsplay a central role in differentiatingbetween leaders and non-leaders or inpredicting leader or organizationaloutcomes.

Behavioral theories

Assumes that leadership is central toperformance and other outcomes

Focuses on leader behaviors ratherthan traits

Michigan leadership studies

Employee-centered supervisors: Placestrong emphasis on subordinateswelfare

Production-centered supervisors: Placestrong emphasis on getting the workdone

Ohio State leadership studies

Consideration: Sensitive to peoplesfeelings and making things pleasantfor the followers

Initiating structure: Concerned withspelling out the task requirements andclarifying other aspects of the workagenda

Leadership Grid

Developed by Blake and Mouton

Built on dual emphasis of considerationand initiating structure

A 9 x 9 Grid (matrix) reflecting levelsof concern for people and concern fortask

Leader-Member Exchange (LMX)theory

Focuses on the quality of the workingrelationship between leaders andfollowers

LMX dimensions determine followers

membership in leaders in group orout group

WHAT ARE SITUATIONALCONTINGENCY APPROACHES TOLEADERSHIP?

Leader traits and behaviors can act inconjunction with situationalcontingencies

The effects of leader traits areenhanced by their relevance tosituational contingencies

Fiedlers contingency model

Situational control: The extent towhich a leader can determine what hisor her group is going to do as well asthe outcomes of the groups actionsand decisions.

Least preferred co-worker (LPC) scale

measure of a persons leadership style

based on a description of the personwith whom respondents have beenable to work least well

Fiedlers cognitive resource theory

A leaders use of directive ornondirective behavior depends on:

The leaders or subordinategroup members ability orcompetency

Stress

Experience

Group support of the leader

Fiedlers situational control variables

Leader-member relations (good/poor):membership support for the leader

Task structure (high/low): spelling outthe leaders task goals, procedures,and guidelines in the group

Position power(strong/weak): theleaders task expertise and reward orpunishment authority

Houses path-goal theory of

leadership: Assumes that a leaders keyfunction is to adjust his or her behaviors tocomplement situational contingencies.

Directive leadership: spells out thewhat and how of subordinates tasks.

Supportive leadership: focuses onsubordinate needs, well-being, andpromotion of a friendly work climate.

Achievement oriented leadership:emphasizes setting challenging goals,

stressing excellence in performance and

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showing confidence in peoples ability toachieve high standards of performance.

Participative leadership: focuses onconsulting with subordinates and seekingand taking their suggestions into account

before making decisions.

Leader-member exchange (LMX)theory: Emphasizes the quality of theworking relationship between leaders andfollowers.

Substitutes for leadership: make aleaders influence either unnecessary orredundant in that they replace a leadersinfluence

Romance of leadership: is where peopleattribute romantic, almost magical,qualities to leadership

WHAT IS IMPLICIT LEADERSHIP?

Inference-based: Emphasizesleadership effectiveness as inferredby perceived group/organizationalperformance outcomes

Recognition-based: is leadershipeffectiveness based on how well aperson fits characteristics of a good or

effective leader

WHAT ARECHARISMATIC/TRANSFORMATIONALPERSPECTIVES?

Charismatic leaders: Leaders whoby force of their personal abilities, arecapable of having a profound andextraordinary effect on followers

CONGER AND KANUNGOS THREE-STAGE CHARISMATIC LEADERSHIPMODEL

Stage 1: the leader critically evaluatesthe status quoStage 2: the leader formulates andarticulates future goals and a idealizedfuture vision.Stage 3: the leader shows how the goalsand vision can be achieved.

Transactional leadership: Involvesleader-follower exchanges necessary forachieving routine performance that isagreed upon by leaders and followers

Leader-follower exchanges involve:

Use of contingent rewards.

Active management by exception.

Passive management by exception.

Abdicating responsibilities andavoiding decisions.

Transformational leadership: Leadersbroaden and elevate followers interests,generate awareness and acceptance ofthe groups mission, and stir followers tolook beyond self-interests

DIMENSIONS OF TRANSFORMATIONALLEADERSHIP

Charisma

Inspiration

Intellectual stimulation

Individualized consideration

CAN PEOPLE BE TRAINED IN THE NEWLEADERSHIP?

People can be trained to adopt newleadership approaches.

Leaders can devise improvementprograms to address their weaknessesand work with trainers to develop theirleadership skills.

Leaders can be trained in charismaticskills.

IS NEW LEADERSHIP ALWAYS GOOD?

Not always good Dark-side charismatic can have

negative effects on followers

Not always needed