Leadership

1. Chapter Fourteen Leadership

2. 14-1a Chapter Fourteen Outline • Trait and Behavioral Theories of Leadership • Trait Theory • Behavioral Styles Theory • Situational Theories • Fiedler’s Contingency Model • Path-Goal Theory • Hersey and Blanchard’s Situational Leadership Theory

3. 14-1b Chapter Fourteen Outline (continued) • From Transactional to Charismatic Leadership • How Does Charismatic Leadership Transform Followers? • Research and Managerial Implications • Additional Perspectives on Leadership • The Leader-Member Exchange (LMX) Model of Leadership • Substitutes for Leadership • Servant-Leadership • Superleadership

4. 14-2a 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

5. 14-2b Trait Theory (continued) - men and women were seen as displaying more task and social leadership, respectively - women used a more democratic or participative style than men, and men used a more autocratic and directive style than women - men and women were equally assertive - women executives, when rated by their peers, managers and direct reports, scored higher than their male counterparts on a variety of effectiveness criteria • Gender and leadership

6. 14-3 Behavioral Styles Theory • 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.

7. Representation of Fiedler’s Contingency Model 14-5 Figure 14-1 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

8. House’s Path-Goal Theory 14-6 Figure 14-2 Employee Characteristics- Locus of control- Task ability- Need for achievement- Experience- Need for clarity Leadership Styles- Directive- Supportive- Participative- Achievement oriented Employee Attitudes and Behavior- Job satisfaction - Acceptance of leader- Motivation Environmental Factors- Employee’s task- Authority system- Work group

9. Hersey and Blanchard’s Situational Leadership Theory 14-7 Figure 14-3 Leader Behavior Participating S3 Share ideas and facilitate in decision making Selling S2 Explain decisions and provide opportunity for clarification High Relationship Behavior(supportive behavior) Delegating S4 Turn over responsibility for decisions and implementation Telling S1 Provide specific instructions and closely supervise performance Low Task Behavior Low High Follower ReadinessHigh Moderate Low R4 R3 R2 R1 Follower-Directed Leader-Directed

10. Skills and Best Practices: Tips for Improving Leader Effectiveness Intensely listen to what others have to say. Determine the true cause of performance problems. Listen Think through problems from all perspectives. Do not play favorites and find solutions that benefit everyone involved. Examine Assist Help others to learn from mistakes and errors. Explain the rationale for decisions and implement fair policies and procedures. Develop Provide employees with the resources needed to do a job. Gently push people to advance into more demanding roles. Encourage Praise people for their good work. Focus on the positive whenever possible. Recognize 14-4 Behavior Recommended Behaviors Source: “CEO’s Need to Listen, Examine, Assist,” The Arizona Republic, April 22, 2001, p D2.

11. 14-8a 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

12. Transactional versus Charismatic Leadership (continued) 14-8b • 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 • For class discussion:Should a leader be both transactional and charismatic? Is charismatic leadership only critical for senior executives and not for entry level supervisors or managers?

13. Charismatic Model of Leadership 14-9a Figure 14-4a Individual and Organizational Characteristics Leaderbehavior Effects onfollowers andwork groups Outcomes • Traits • Personal commitment to leader and vision • Leader establishes a vision • Increased intrinsic motivation, achievement orientation, and goal pursuit • Organizational Culture

14. Charismatic Model of Leadership (cont) 14-9b Figure 14-4b Individual and Organizational Characteristics Leaderbehavior Effects onfollowers andwork groups Outcomes • Traits • Self-sacrificial behavior • Organizational commitment • Task meaningfulness and satisfaction • Increased individual group, and organizational performance • 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 • Increased identification with the leader and the collective interests of organizational members • Increased cohesion among workgroup members • Increased self-esteem, self-efficacy, and intrinsic interests in goal accomplishment • Increased role modeling of charismatic leadership • Organizational Culture

15. The Leader-Member Exchange (LMX Model) 14-10 • This model is based on the idea 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

16. 14-12 Substitutes for Leadership • Substitutes for leadershiprepresent 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.

17. Substitutes for Leadership 14-13a Table 14-1a

18. Substitutes for Leadership (cont) 14-13b Table 14-1b Source: Adapted from S Kerr and J M Jermier, “Substitutes for Leadership:Their Meaning and Measurement,” Organizational Behavior and Human Performance, December 1978, pp 375-403

19. 14-14 Servant and Superleadership • Servant Leadership represents a philosophy in which leaders focus on increased service to others rather than to oneself. • 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.

20. Characteristics of the Servant-Leader 14-15a Table 14-2a 1. ListeningServant-leaders focus on listening to identify and clarify the needs and desires of a group. 2. Empathy Servant-leaders try to empathize with others’ feelings and emotion. An individual’s good intentions are assumed even when he or she performs poorly. 3. HealingServant-leaders strive to make themselves and others whole in the face of failure or suffering. 4. Awareness Servant-leaders are very self-aware or their strengths and limitations.

21. 14-15b Table 14-15b ) Characteristics of the Servant-Leader (continued 5. PersuasionServant-leaders rely more on persuasion than positional authority when making decisions and trying to influence others. 6. ConceptualizationServant-leaders take the time and effort to develop broader based conceptual thinking. Servant-leaders seek an appropriate balance between a short- term, day-to-day focus and a long-term, conceptual orientation. 7. ForesightServant-leaders have the ability to foresee future outcomes associated with a current course of action or situation.

22. 14-15c Table 14-2c Characteristics of the Servant-Leader (continued) 8. StewardshipServant-leaders assume that they are stewards of the people and resources they manage. 9. Commitment toServant-leaders are committed to peoplethe growth ofbeyond their immediate work role. Theypeoplecommit to fostering an environment thatencourages personal, professional, and spiritual growth. 10. BuildingServant-leaders strive to create a sense ofCommunitycommunity both within and outside the work organization.