PowerPoint Presentation by Charlie Cook The University of West Alabama chapter 9 Copyright © 2009...

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PowerPoint Presentation by Charlie Cook The University of West Alabama chapter 9 Copyright © 2009 South-Western/Cengage Learning. All rights reserved. Leadership Traits and Styles

Transcript of PowerPoint Presentation by Charlie Cook The University of West Alabama chapter 9 Copyright © 2009...

Page 1: PowerPoint Presentation by Charlie Cook The University of West Alabama chapter 9 Copyright © 2009 South-Western/Cengage Learning. All rights reserved.

PowerPoint Presentation by Charlie CookThe University of West Alabama

PowerPoint Presentation by Charlie CookThe University of West Alabama

chapter 9

Copyright © 2009 South-Western/Cengage Learning.All rights reserved.Copyright © 2009 South-Western/Cengage Learning.All rights reserved.

Leadership Traits and

Styles

Leadership Traits and

Styles

Page 2: PowerPoint Presentation by Charlie Cook The University of West Alabama chapter 9 Copyright © 2009 South-Western/Cengage Learning. All rights reserved.

Copyright © 2009 South-Western/Cengage Learning. All rights reserved. 9–2

Leadership

• What is leadership? The process of influencing employees to work toward

the achievement of organizational objectives.

• Is leadership the same as management? No. Leadership is a functional activity incorporated

within the broader scope of management activities. It is part of planning, leading, organizing and controlling.

There are managers who are not leaders and there are leaders who are not managers. Managers lacking the ability to influence others are not true leaders.

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Let’s go to the Big Apple….American Express

• 65,000 employees• CEO-Ken Chenault-worked his way up the

ladder over 20 years• Ken is one of few African American CEOs of a

Fortune 500 company• Tough but fair manager who gets results• Became CEO just 9 months before 9/11• 11 employees were killed, thousands of

customers were stranded, headquarters had to close

9–3

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Copyright © 2009 South-Western/Cengage Learning. All rights reserved. 9–4

Leadership Trait Theory

• Leadership Trait Theorists Attempt to determine a list of distinctive

characteristics that account for leadership effectiveness.

But in over 70 years and 300 trait studies, they weren’t able to identify a universal set of traits that all leaders possess.

• The Ghiselli Study (1971) Edwin Ghiselli studied over 300 managers from 90

different businesses in the US He concluded that certain traits are important to

effective leadership: (in this order)….

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Ghiselli’s 6 Traits of Effective Leadership-

1. Supervisory ability- getting the job done through others

2. Need for occupational achievement- seeking responsibility and wanting to work hard

3. Intelligence- good judgment/sound reasoning

4. Decisiveness- solve problems, make decisions competently

5. Self-assurance- viewing oneself as capable and behaving likewise

6. Initiative-being a self starter

9–5

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What are some of Ken Chenault’s Leaderships Traits?

• Supervisory ability-he gets subordinates to perform according to his expectations Changed a poorly performing merchandise unit into a

profitable one early in his career

• Has a strong need for occupational advancement-

• Also has intelligence, decisiveness and takes initiative

9–6

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Copyright © 2009 South-Western/Cengage Learning. All rights reserved. 9–7

Behavioral Leadership Theories

• Behavioral Leadership Theorists Who were they? Early researchers who attempted to

identify the “best leadership style” for all situations. Attempted to determine distinctive styles used by effective

leaders. Focused on the leaders’ behaviors Also focused on the relationship between leaders and

followers.

• What are the 3 parts of leadership style? The combination of traits, skills, and behaviors

managers use in interacting with employees.

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Copyright © 2009 South-Western/Cengage Learning. All rights reserved.

What Would You Do?

• Do the self assessment on pg. 320• Remember your score as we discuss leadership

styles.

9–8

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Copyright © 2009 South-Western/Cengage Learning. All rights reserved. 9–9

3 Basic Leadership Styles

• Autocratic Leader One who makes all the decisions, tells employees

what to do, and closely supervises employees. Considered a Theory X-type leader.

• Democratic Leader One who encourages employee participation in

decisions, works with employees to determine what to do, and does not closely supervise employees. Considered a Theory Y-type leader.

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Copyright © 2009 South-Western/Cengage Learning. All rights reserved. 9–10

3 Basic Leadership Styles (cont’d)

• Laissez-Faire Leader One who takes a leave-employees-alone approach,

allowing them to make the decisions and decide what to do, and does not follow up.

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Copyright © 2009 South-Western/Cengage Learning. All rights reserved. 9–11

Two-Dimensional Leadership Styles

• Two-Dimensional (4 Leadership Styles) Based on job structure and employee consideration,

which result in four possible leadership styles. The Ohio State University (1945)

1) Structuring (geared around the job)– The extent to which the leader takes charge to plan, organize,

lead, and control as the employee performs the task. 2) Consideration (geared around the employee)

– The extent to which the leader communicates to develop trust, friendship, support, and respect.

University of Michigan (1945) 3) Job-centered

– Similar to structuring. (above) 4) Employee-centered

– Similar to consideration (above)

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Exhibit 9–1 ● The Ohio State University and University of Michigan Two-Dimensional Leadership Styles

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The Leadership Grid®

• The Leadership Grid® (5 Leadership Styles)

Believes that the ideal style incorporates a high concern for both the job (or production) and the employee.

• Leadership Styles (5)

Impoverished management style (1, 1)-leader does the minimum required to remain employed

Authority-compliance management style (9, 1)-leader treats people like machines

Country-club management style (1, 9)-leader makes a friendly atmosphere but doesn’t care about production

Middle-of-the-road management style (5, 5)-medium concern for people and job but gets minimal satisfactory performance

Team management style (9, 9)-strives for maximum performance and maximum employee satisfaction

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The Leadership Grid® (Blake and McCanse)

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What Leadership Style does Ken Chernault use?• Team management (most often)• But sometimes like just after 9/11 he used the

country club style because he showed a higher concern for the emotional and safety needs of employees while placing production on the back burner

9–16

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What Kind of Boss Do You Have?

• Each site should be a group.• Each student at each site should take turns

thinking of a present or past boss they had. Which of the 5 major leadership styles did he or she use most often? (impoverished, authority-complianance, country club, middle of the road, or team management). Describe your boss’s behavior to the rest of the group and which style you think he or she used.

• Students should explain why they agree or disagree with the other students’ findings.

9–17

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Copyright © 2009 South-Western/Cengage Learning. All rights reserved. 9–18

Contemporary Perspectives (5)• Charismatic Leadership

A leadership style that inspires loyalty, enthusiasm, and high levels of performance.

Most appropriate for top management.• Transformational Leadership

A leadership style that brings about continuous learning, innovation, and change.

Most appropriate for top management.• Transactional Leadership

A leadership style based on exchange. “You do this for me and I’ll give this reward to you.”

Useful for middle or first line management

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Contemporary Perspectives (cont’d)

• Symbolic Leadership A leadership style based on establishing and

maintaining a strong organizational culture. Employees learn by example. Should start at the top and flow down.

• Servant Leadership A leadership style based on simultaneously meeting

the needs and goals of employees and the goals of the organization. Focuses on motivating employees by meeting their higher-

level needs. Motivates employees to go beyond role requirements and do

what it takes to attain the goals of the organization. Can be used at any level of management.

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Is Ken Chenault a Charismatic Leader? What about Transformational? A Servant Leader? Symbolic?• He’s all of the above!

Charismatic-”When you work with Ken Chenault, you feel you’ll do anything for him.”

Transformational-He had the courage to challenge the old culture at American Express and change it.

Symbolic leader during the 9/11 crisis Servant leader-Two weeks after 9/11 he gathered the employees

together for a “town hall meeting” and personally comforted grief-sticken employees. Also pledged $1 million of profits to the families of American Express victims. He said “You represent American Express. All the people of American Express are what this company is all about. In fact, you are my strength and I love you.”

9–20

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Situational Approaches to Leadership (6)• Up until the 1960s, they were trying to find the best leadership style for all

situations but no single style is best for all situations.

• Situational Leadership Theorists (1960s) Attempted to determine the appropriate leadership

style for various situations. 1-Contingency leadership model 2-Leadership continuum model 3-Path-goal model 4-Normative leadership theory 5-Situational Leadership® model 6-Leadership substitutes and neutralizers

“Should the leader change his/her style or should the situation be changed to fit the leader’s style?”

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Contingency Leadership Model• (1)Contingency Leadership Model (Fiedler)

Used to determine if one’s leadership style is task- or relationship-oriented and if the situation matches the leader’s style.

Leadership style The Least Preferred Coworker (LPC) scale measures a

leader’s task (job) or relationship (employee) orientation.

Situational favorableness Leader-follower relations (good or poor?) Task structure (structured or unstructured?) Position power (strong or weak?)

Criticism: If the style doesn’t work, sometimes it’s very hard to change the situation.

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Copyright © 2009 South-Western/Cengage Learning. All rights reserved. 9–23

Exhibit 9–2 ● Contingency Leadership Model

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Copyright © 2009 South-Western/Cengage Learning. All rights reserved. 9–24

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Copyright © 2009 South-Western/Cengage Learning. All rights reserved.

Is McDonald’s company task oriented or relationship oriented?

9–25

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Copyright © 2009 South-Western/Cengage Learning. All rights reserved. 9–26

Leadership Continuum Model• (2)Leadership Continuum Model (Tannenbaum

and Schmidt) Used to determine which of seven styles of leadership, on a

continuum from autocratic (boss-centered) to participative (employee-centered), is best for a given situation.

Focuses on who makes the decisions Factors determining selection of style:

The leader’s preferred style The subordinates’ preferred style for the leader The situation

– Organization’s size, structure, climate, goals, technology, and higher-level management leadership style and the time available

Criticism: The 3 factors above can be subjective, so determining which style to use in a given situation can be difficult.

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Copyright © 2009 South-Western/Cengage Learning. All rights reserved.

Does Ken Chenault ever change his leadership style?

• Yes! To focus on tasks or relationships.• Immediately after hearing that the World Trade Center

had collapsed, he used the autocratic style to make the decision to evacuate the American Express building across the street and to hire private planes to transport stranded American Express customers.

• But the style he uses most often is participative.

9–27

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Copyright © 2009 South-Western/Cengage Learning. All rights reserved. 9–28

Exhibit 9–3 ● The Leadership Continuum

Source: Adapted from Robert Tannenbaum and Warren Schmidt, “How to Choose a Leadership Pattern,” Harvard Business Review (May/June, 1973).

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Copyright © 2009 South-Western/Cengage Learning. All rights reserved. 9–29

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Copyright © 2009 South-Western/Cengage Learning. All rights reserved. 9–30

(3)Path-Goal Model

• Path-Goal Model (House) Used to determine employee objectives and to clarify how to

achieve them using one of four leadership styles. Considers subordinates’ situational factors and environmental

factors in determining a leadership style. Leadership styles:

Directive– The leader provides high structure.

Supportive– The leader provides high consideration.(develops trust and respect)

Participative– The leader considers employee input when making decisions.

Achievement-oriented– The leader sets difficult but achievable goals, expects subordinates to

perform at their highest level, and rewards them for doing so

Criticism: hard to know which style to use in a given situation.

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Copyright © 2009 South-Western/Cengage Learning. All rights reserved. 9–31

Exhibit 9–4 ● A Summary of Path-Goal Factors and Styles

Situational FactorsSubordinate

authoritarianismlocus of controlability

Environmentaltask structureformal authoritywork group

Situational FactorsSubordinate

authoritarianismlocus of controlability

Environmentaltask structureformal authoritywork group

Goal Achievement

Performance

Satisfaction

Goal Achievement

Performance

Satisfaction

Leadership Styles

Directive

Supportive

Participative

Achievement-oriented

Leadership Styles

Directive

Supportive

Participative

Achievement-oriented

determine that affect

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Copyright © 2009 South-Western/Cengage Learning. All rights reserved. 9–32

(4)Normative Leadership Model

• Normative Leadership Model (Vroom and Jago) A decision tree that enables the user to select one of

five leadership styles appropriate for a situation. Determination of leadership style is based on two

factors: The importance of individual versus group decisions (input

and participation). The importance of time-driven versus development-driven

decisions (time-pressure and quality of decision).

Criticism: cumbersome to select from 4 types of decisions and an 8 question decision tree every time you need to choose a style.

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Copyright © 2009 South-Western/Cengage Learning. All rights reserved. 9–33

(5)Situational Leadership® Model

• Situational Leadership® Model (Hersey and Blanchard) Used to select one of four leadership styles that match the

employees’ maturity level in a given situation.

(Maturity level doesn’t mean how grown up an employee is but rather how competent, commited and ready to do the job he is.) Telling

– Giving employees explicit directions about how to accomplish a task.

Selling– Explaining decisions to gain understanding.

Participating– Facilitating decision making among subordinates.

Delegating– Giving employees responsibility for their decisions and their

implementation.

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Copyright © 2009 South-Western/Cengage Learning. All rights reserved. 9–34

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Copyright © 2009 South-Western/Cengage Learning. All rights reserved. 9–35

Exhibit 9–5 ● A Comparison of Behavioral and Situational Leadership Models

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Copyright © 2009 South-Western/Cengage Learning. All rights reserved. 9–36

(6)Leadership Substitutes Theory

• Can the leader be replaced by something? Characteristics of the task, of subordinates, or of the

organization can replace the need for a leader. Subordinates—ability, knowledge, experience, training; need

for independence, professional orientation; indifference toward organizational rewards

Task—clarity, routineness, invariant methodology; provision of feedback concerning accomplishment and of intrinsic satisfaction

Organization—formality; inflexibility; very specific advisory and staff functions; closely knit, cohesive work groups; rewards outside of the leader’s control; physical distance between superior and subordinates