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Leaders: Born, Made or Responsive? Chapter 11 and 12

Leaders: Born, Made or Responsive? Chapter 11 and 12. Leaders attempt to use influence to accomplish some goal. What is a leader?. Can leaders relate to followers both as members of the group and as individuals?

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Leaders: Born, Made or Responsive? Chapter 11 and 12

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  1. Leaders: Born, Made or Responsive? Chapter 11 and 12 Leaders attempt to use influence to accomplish some goal.

  2. What is a leader? • Can leaders relate to followers both as members of the group and as individuals? • Why does leadership involve the use of power and the acceptance of the leader by the follower? • How is managing different from leading?

  3. Defining Leadership • Definition implies the use of influence • Importance of being a change agent – able to affect followers’ behaviors and performance. • Accomplishing goals – individual, group, and organizational levels • Leader effectiveness is measured by accomplishment of goals and to the satisfaction employees receive from the experience

  4. A Conceptual Framework for Understanding Leadership • Managerial • Behavior/Roles • Interpersonal roles • Informational roles • Decisional rolesTask-oriented • Person-oriented • Transactional • Transformational • Leader Characteristics/Traits • Need for achievement • Need for power • Cognitive ability • Interpersonal skills • Self-confidence • Ethics • Desired End Results • Unit performance • Profitability • Goal attainment • Job satisfaction • Learning organization • Quality • Flexibility • Efficiency • Development Situational Variables: Personal and Organizational Follower’s needs Task Structure Position power Leader-Follower Trust Group Readiness

  5. Organizational Leaders • Organizations tend to select leaders with similar backgrounds, experiences, and qualifications. • Self-selection bias – leaders tend to select individuals that are similar to themselves

  6. Trait Theory Leadership Traits: represent the personal characteristics that differentiate leaders from followers. • 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 or she exhibits traits associated with intelligence, masculinity, and dominance- people want their leaders to be credible- credible leaders are honest, forward-looking, inspiring, and competent

  7. Trait Theory • Abilities – the exact importance of ability has not been identified – but it does play an important role in getting the job done. • Why would extreme intelligence differences between leaders and followers cause challenges? • Effective leaders exhibit the ability to cause their followers to accomplish work: setting objectives, planning work, assigning people to do work, etc.

  8. Trait Theory • Personality Traits • What personality traits are associated with leaders? • Being able to implement action or decisions is related to the leader’s level in the organization (think about power discussed earlier) • Who would be more decisive, CEO’s or middle managers? • Predictors of leadership also include achievement, motivation, ambition, initiative, and self-confidence

  9. Trait Theory • List of traits are endless • Traits such as handwriting style, order of birth in family, physical characteristics…have all been studied • Trait scores are not consistently predictive of leader effectiveness. • Patterns of effective behavior depend largely on the situation. • Don’t discount traits – after all, personal characteristics underlie the personal nature of leadership

  10. Behavioral Styles Theory Leaders must accomplish a task with the efforts of followers • Ohio State Studies identified two critical dimensions of leader behavior.1. Consideration: creating mutual respect and trust with followers2. Initiating Structure: organizing and defining what group members should be doing • University of Michigan Studies identified two leadership styles that were similar to the Ohio State studies- one style was employee centered and the other was job centered • Blake and Mouton’s Managerial Grid represents four leadership styles found by crossing concern for production and concern for people • Research shows that there is not one best style of leadership. The effectiveness of a particular leadership style depends on the situation at hand.

  11. Behavioral Models Ohio State Studies (Bass & Stodgill) • Initiating Structure • Consideration The Managerial Grid (Blake & Mouton) Where should leaders fall? Why would this model be criticized?

  12. Situational Differences • Suggest that leadership effectiveness depends on the fit between personality, task, power, attitudes, and perceptions. • LMX • Path-Goal Theory • Fiedler Contingency Model • Hersey and Blanchard • What is effective in one situation may not be in another. A leader must be flexible and adapt to differences among subs and situations.

  13. SituationalControl High ControlSituations Moderate Control Situations Low ControlSituations Leader-memberrelations Task Structure Position Power Good Good Good High High High Strong Weak Strong Good Poor Poor Low High High Weak Strong Strong Poor Poor Low Low Strong Weak Situation I II III IV V VI VII VIII Optimal LeadershipStyle Task Motivated Leadership Relationship Motivated Leadership Task Motivated Leadership Representation of Fiedler’s Contingency Model Very favorable Very Unfavorable

  14. High Task motivated Leadership Performance Relationship motivated Low I II III IV V VI VII VIII Situational High Control Moderate Control Low Control ControlLeader-member relations Good Good Good Good Poor Poor Poor PoorTask Structure Structured Unstructured Structured UnstructuredPosition power Strong Weak Strong Weak Strong Weak Strong Weak Fiedler’s Contingency ModelImportant: Table 11-3 Page 285

  15. Employee Characteristics- Locus of control- Task ability- Need for achievement- Experience- Need for clarity Leadership Styles- Directive- Supportive- Participative- Achievement oriented Employee Attitudesand Behavior- Job satisfaction - Acceptance of leader- Motivation Environmental Factors- Employee’s task- Authority system- Work group House’s Path-Goal Theory

  16. Leader Behavior High Participating S3 Share ideas and facilitate in decision making Delegating S4 Turn over responsibility for decisions and implementation Selling S2 Explain decisions and provide opportunity for clarification Telling S1 Provide specific instructions and closely supervise performance Relationship Behavior(supportive behavior) Low Task Behavior Low High Follower ReadinessHigh Moderate Low R4 R3 R2 R1 Follower-Directed Leader-Directed Hersey and Blanchard’s Situational Leadership Theory

  17. Leaders differentiate in their treatment of members • LMX Associated with: • Performance Evals • Satisfaction • Career Advancement • Commitment • OCBs In-group Out-group Leader-Member Exchange

  18. Additional Perspectives on Leadership Graen’s Leader-member Exchange (LMX) Model • Graen predicts that one of two distinct types of leader-member exchange relationships evolve, and these exchanges are related to important work outcomes.- in-group exchange: a partnership characterized by mutual trust, respect and liking- out-group exchange: a partnership characterized by a lack of mutual trust, respect and liking • Research supports this model Substitutes for Leadership • Substitutes for leadership represent situational variables that can substitute for, neutralize, or enhance the effects of leadership. • Research shows that substitutes for leadership directly influence employee attitudes and performance.

  19. Liden, Sparrowe & Wayne (1997) Variables in LMX research Antecedents Member Characteristics: Ability Age Education Gender Performance Personality affectivity GNS introversion/extroversion locus of control Race Upward influence assertiveness ingratiation Leader Characteristics Ability Affectivity Interactional variables Demographic similarity Expectations Liking Personality similarity Contextual variables: Leader work load Leader time based stress Consequences Attitudes & Perceptions: Climate Job problems Leader supply of resources Organizational commitment Satisfaction co-workers pay promotion supervision overall Turnover intentions Upward influence Behaviors: Communications Innovation Organizational citizenship Performance Turnover Work activities (task variety, etc) Outcomes by organization: Bonuses Career progression Promotions Salary increases LMX Some moderating effects have been shown but not included in Liden model.

  20. Additional Perspectives on Leadership(continued) Servant Leadership • Represents a philosophy of leadership in which leaders focus on increased service to others rather than to oneself. Superleadership • A superleader is someone who leads others to lead themselves by developing employees’ self-management skills. • Superleaders attempt to increase employees’ feelings of personal control and intrinsic motivation.

  21. Transactional versus Charismatic Leadership • Transactional Leadership: focuses on the interpersonal interactions between managers and employees • Transactional Leaders- use contingent rewards to motivate employees- exert corrective action only when employees fail to obtain performance goals

  22. Transactional versus Charismatic Leadership (continued) Charismatic Leadership: emphasizes symbolic leader behavior that transforms employees to pursue organizational goals 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

  23. Leaderbehavior Effects on followerself-concepts Motivationalmechanisms Personaloutcomes • Follower motivation, achievement orientation and goal pursuit • Follower identification with both the leader and the collective interests of organizational members • Follower self-esteem and self-efficacy • Increased intrinsic value of effort and goals • Increased effort -performance expectations • Increased intrinsic value of goal accomplishment • Leader establishes a vision • Leader establishes high performance expectations and displays confidence in him/herself and the collective ability to realize the vision • Leader models the desired values, traits, beliefs, and behaviors needed to realize the vision • Personal commitment to leader and vision • Self-sacrificial behavior • Organizational commitment • Task meaningfulness and satisfaction • Increased performance Charismatic Model of Leadership

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