What is effective leadership?1. __________________________2. __________________________3. __________________________4. __________________________5. __________________________6. __________________________7. __________________________8. __________________________9. __________________________10. __________________________

LEADERSHIP

THE ABILITY

TO INFLUENCE

PEOPLE

BASES OF INFLUENCEFrench & Raven

LEGITIMATE

COERCIVE

REWARD

EXPERT

REFERENT

BASES OF INFLUENCEWeber

LEGITIMATE

TRADITIONAL

CHARISMATIC

BASES OF INFLUENCEAnother view

CONTROL RESOURCES

AWARE OF IT

WANT TO HAVE POWER

KNOW HOW TO USE IT

LEADERSHIP &

MANAGERDELEGATION OF AUTHORITYMOTIVATIONCONTROLCULTUREVISION

LEADERSHIP TRAITS

NO CONSISTENT SET OF TRAITS

Also see Attribution Theory

THEORY X

1. PEOPLE INHERENTLY DISLIKE WORK, WILL AVOID IT2. NOT TAKE RESPONSIBILITY, WANT FORMAL DIRECTION3. WANT SECURITY, LITTLE AMBITION

4. MUST BE COERCED, CONTROLLED, THREATENED

THEORY Y

1. WORK NATURAL AS PLAY, REST

2. SELF DIRECTION, SELF CONTROL

3. ACCEPT, SEEK RESPONSIBILITY

4. ABILITY TO MAKE GOOD DECISIONS NORMAL

LEADER BEHAVIORLewin, Lippit, Whyte

Satisfaction Productivity

LaissezFaire

+

-

?

+

+

?

Demo.

Author.

LEADER BEHAVIOROhio State

INIATING STRUCTURE: STRESS GOALS DEFINES, STRUCTURES ROLES

CONSIDERATION CONCERN FOR SUBORDINATE’S

NEEDS, FEELSINGS

BEHAVIOR MODELS OF LEADERSHIP

OhioState

IS

Con-sideration

Michigan

ProductionOriented

EmployeeOriented

ManagerialGrid

Concern for Production

Concern for People

Fiedler

TaskOriented

RelationshipOriented

HersheyBlanchard

TaskBehavior

RelationshipBehavior

LIFE CYCLEHersey & Blanchard

TASK BEHAVIORLOW HIGH

SUBORDINATE MATURITYHIGH MODERATE LOW

RE

LA

TIO

NS

HIP

BE

HA

VIO

R

LOW

HIGH

TELLING

SELLINGPARTICIPATING

DELEGATING

PATH - GOALHouse

4 BEHAVIORSDIRECTIVE

SUPPORTIVE

ACHIEVEMENT ORIENTED

PARTICIPATIVE

DIRECTIVE

INFORMS SUBORDINATES WHAT IS EXPECTED

SCHEDULES WORK

GIVES SPECIFIC GUIDANCE

SUPPORTIVE

IS FRIENDLY

SHOWS CONCERN FOR NEEDS OF SUBORDINATES

ACHIEVEMENT ORIENTED

SETS CHALLENGING GOALS

EXPECTS SUBORDINATES TO PERFORM AT THEIR HIGHEST LEVEL

PARTICIPATIVE

CONSULTS WITH SUBORDINATES

USES THEIR SUGGESTIONS

FINDINGS

Directive leadership; greater satisfaction when tasks are ambiguous or stressful than when they are highly structured.

FINDINGS

Supportive leadership; higher performance and satisfaction with structured tasks.

FINDINGS

Directive leadership; perceived as redundant by subordinates with high perceived ability or with considerable experience.

FINDINGS

Clear formal authority; use more supportive behavior and less directive.

FINDINGS

Directive leadership; higher satisfaction when substantive conflict within the group.

FINDINGS

Achievement leadership; increases subordinates’ expectancies that effort will lead to high performance when tasks are ambiguous.

FINDINGS

Participative leadership; people with internal locus of control more satisfied with it.

FINDINGS

Directive leadership; people with external locus of control more satisfied with it.

LEADER PARTICIPATION Vroom & Jago

See participative decision making

CHARISMATIC LEADERSHIP

ALSO SEE TRANSFORMATIONAL LEADERSHIP

TRANSFORMATIONAL LEADERSHIP

INFLUENCES PEOPLE TO PERFORM

ABOVE NORMAL EXPECTATIONS

TRANSFORMATIONAL LEADERSHIP

CHARISMATIC

INSPIRATIONAL

INTELLECTUAL STIMULATION

INDIVIDUALIZED CONSIDERATION

PRINCIPLE CENTERED

BEHAVIOR BASE IS PRINCIPLES

HONESTY

FAIRNESS

INTEGRITY

ATTRIBUTION THEORY

ATTRIBUTE LEADERSHIP SKILLS TO

SUCCESSFUL PEOPLEPEOPLE IN TRADITIONAL ROLESPEOPLE WE LIKEHIGH STATUS PEOPLEPHYSICAL CHARACTERISTICS/THINGS

Head of the tableHeight

PRACTICAL APPROACH?

FACTORS INTHE MANAGERTHE SUBORDINATESTHE SITUATION

ANALYZE AND BE FLEXIBLE

THE MANAGER

VALUE SYSTEMBELIEF ABOUT INVOLVING SUBORDINATES

CONFIDENCE IN SUBS. LEADERSHIP INCLINATIONS

DIRECTIVE, SUPPORTIVE SKILL IN DELEGATING OTHER FACTORS

TOLERANCE FOR AMBIGUITY CONTROL

THE SUBORDINATES

INDEPENDENCE TAKE RESPONSIBILITY TOLERANCE FOR AMBIGUITY INTEREST UNDERSTAND, AGREE WITH GOALS KNOWLEDGE, EXPERIENCE EXPECTATIONS

THE SITUATION

TYPE OF ORGANIZATIONVALUES, CULTUREGEOGRAPHICAL DISPERSION

INFORMATION AVAILABLE?

TIME PRESSURE

DIFFICULT TO BE FLEXIBLE?

PERSONALITY STRUCTURED AT VERY EARLY AGE

COMPLEX HISTORY OF PAST BEHAVIOR

LITTLE FEEDBACK ABOUT CAUSE & EFFECT

TOP MANAGEMENT INFLUENCE

SUBSTITUTES FOR LEADERSHIP

PERSONAL FACTORS

LOCUS OF CONTROL

INDEPENDENCE

EXPERIENCE

SUBSTITUTES FOR LEADERSHIP

JOB, ORG. FACTORS

ROUTINE

STRUCTURED

GOALS, RULES, ETC.

SUBSTITUTES FOR LEADERSHIP

GROUP FACTORS

NORMS

COHESION

INFORMAL LEADER