ba 352 lecture ch 14

8/6/2019 BA 352 Lecture Ch 14

1/22

LeadershipLeadership

Chapter Fourteen

8/6/2019 BA 352 Lecture Ch 14

2/22

Trait and Behavioral Theories ofTrait and Behavioral Theories of


Trait Theory

Behavioral Styles Theory

Situational TheoriesSituational Theories

Fiedlers Contingency Model

Path-Goal Theory

Hersey and Blanchards Situational Leadership Theory

14-1a

Chapter Fourteen OutlineChapter Fourteen Outline

8/6/2019 BA 352 Lecture Ch 14

3/22

From Transactional to CharismaticFrom Transactional to Charismatic

LeadershipLeadershipHow Does Charismatic Leadership TransformFollowers?

Research and Managerial Implications

Additional Perspectives on LeadershipAdditional Perspectives on Leadership

The Leader-Member Exchange (LMX) Model ofLeadership

Substitutes for Leadership

Servant-Leadership

Superleadership

14-1b

Chapter Fourteen OutlineChapter Fourteen Outline

(continued)(continued)

8/6/2019 BA 352 Lecture Ch 14

4/22

14-2a

Historic findings reveal that leaders and followersHistoric findings reveal that leaders and followersvary byvary by- intelligence

- dominance- self-confidence- level of energy and activity- task-relevant knowledge

Contemporary findings show thatContemporary findings show that- people tend to perceive that someone is a leader when he or

she exhibits traits associated with intelligence, masculinity, anddominance

- people want their leaders to be credible- credible leaders are honest, forward-looking, inspiring, and

competent

Leadership TraitsLeadership

Traits:represent the personalcharacteristics that differentiate leaders from followers.

Trait TheoryTrait Theory

8/6/2019 BA 352 Lecture Ch 14

5/22

14-2b

Gender and leadershipGender and leadership

- men and women were seen as displaying more task andsocial leadership, respectively

- women used a more democratic or participative style thanmen, and men used a more autocratic and directive style

than women

- men and women were equally assertive

- women executives, when rated by their peers, managersand direct reports, scored higher than their malecounterparts on a variety of effectiveness criteria

Trait Theory (continued)Trait Theory (continued)

8/6/2019 BA 352 Lecture Ch 14

6/22

Ohio State StudiesOhio State Studies identified two critical dimensions of leader behavior.1.1. ConsiderationConsideration:: creating mutual respect and trust with followers2.2. Initiating StructureInitiating Structure:: organizing and defining what group

members should be doing

University of Michigan StudiesUniversity of Michigan Studies identified two leadership styles that were similar to theOhio State studies- one style was employee centered and the other was job centered

Blake and Moutons Managerial GridBlake and Moutons Manag

erial Grid represents four leadership styles found by

crossing concern for production and concern for people

14-3

Research shows that there is not one best style ofleadership. The effectiveness of a particularleadership style depends on the situation at hand.

Behavioral Styles TheoryBehavioral Styles Theory

8/6/2019 BA 352 Lecture Ch 14

7/22

14-5

Figure 14-1

SituationalControl

High ControlSituations

ModerateControl Situations

Low ControlSituations

Leader-memberrelations

ask 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

OptimalOptimal


StyleStyle

Task MotivatedTask Motivated

LeadershipLeadershipRelationshipRelationship

MotivatedMotivated


TaskTask

MotivatedMotivated


Representation of FiedlersRepresentation of Fiedlers

Contingency ModelContingency Model

8/6/2019 BA 352 Lecture Ch 14

8/22

14-6

Figure 14-2

Employee CharacteristicsEmployee Characteristics- Locus of control

- Task ability- Need for achievement- Experience- Need for clarity

Environmental FactorsEnvironmental Factors- Employees task- Authority system- Work group

Leadership StylesLeadership Styles- Directive- Supportive- Participative- Achievement oriented

Employee AttitudesEmployee Attitudesand Behaviorand Behavior

- Job satisfaction- Acceptance of leader- Motivation

Houses Path-Goal Theory

8/6/2019 BA 352 Lecture Ch 14

9/22

SellingS2

Explain decisions andprovide opportunity for

clarification

ParticipatingS3

Share ideas andfacilitate in

decision making

14-7

Figure 14-3

Follower-Directed Leader-DirectedFollower-Directed Leader-Directed

LowLow

LowLow

HighHigh

HighHigh

Leader BehaviorLeader Behavior

Task BehaviorTask Behavior

Follower ReadinessFollower Readiness

HighHigh ModerateModerate LowLow

R4R4 R3R3 R2R2

R1R1

Relations

hip

Be

havior

Relation s

hip

Behavior

(suppor ti

ve

behavior)

(suppor ti

ve

behavior)

DelegatingS4

Turn overresponsibility for

decisions andimplementation

TellingS1

Provide specificinstructions and closelysupervise performance

Hersey and BlanchardsHersey and Blanchards

Situational Leadership TheorySituational Leadership Theory

8/6/2019 BA 352 Lecture Ch 14

10/22

14-4

BehaviorBehavior RecommendedRecommended

BehaviorsBehaviorsListenListen Intensely listen to what others have to say.Determine the true cause of performanceproblems.

ExamineExamineThink through problems from allperspectives. Do not play favorites and findsolutions that benefit everyone involved.

AssistAssist Help others to learn from mistakes anderrors.

DevelopDevelopExplain the rationale for decisions andimplement fair policies and procedures.

EncourageEncourageProvide employees with the resourcesneeded to do a job. Gently push people toadvance into more demanding roles.

RecognizeRecognizePraise people for their good work. Focus onthe positive whenever possible.

Source: CEOs Need to Listen, Examine, Assist, The Arizona Republic, April 22, 2001, p D2.

Skills and Best Practices: Tips forSkills and Best Practices: Tips for

Improving Leader EffectivenessImproving Leader Effectiveness

8/6/2019 BA 352 Lecture Ch 14

11/22

Transactional LeadershipTransactional Leadership:focuses on the interpersonalinteractions between managers and employees

Transactional LeadersTransactional Leaders

- use contingent rewards to motivate employees- exert corrective action only when employeesfail to obtain performance goals

14-8a

Transactional versusTransactional versus

Charismatic LeadershipCharismatic Leadership

8/6/2019 BA 352 Lecture Ch 14

12/22

Charismatic LeadershipCharismatic Leadership::emphasizes symbolicleader behavior that transforms employees to pursueorganizational goals over self-interests

Charismatic LeadersCharismatic 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 discussionFor class discussion::Should a leader be both

transactional and charismatic? Is charismaticleadership only critical for senior executives and not forentry level supervisors or managers?

14-8b

Transactional versus CharismaticTransactional versus Charismatic

Leadership (continued)Leadership (continued)

8/6/2019 BA 352 Lecture Ch 14

13/22

Individual andOrganizational

Characteristics

Leaderbehavior

Effects onfollowers and

work groups

Outcomes

14-9a

Figure 14-4a

TraitsTraits Leaderestablishes avision

Increasedintrinsicmotivation,achievementorientation, and

goal pursuit

Personalcommitment to leaderand vision

OrganizationalOrganizational

CultureCulture

Charismatic Model of LeadershipCharismatic Model of Leadership

8/6/2019 BA 352 Lecture Ch 14

14/22

Individual andOrganizational

Characteristics

Leaderbehavior

Effects onfollowers and

work groups

Outcomes

14-9b

Figure 14-4b

OrganizationalOrganizational

CultureCulture

Leaderestablishes highperformanceexpectations anddisplays

confidence inhim/herself andthe collectiveability to realizethe vision

Leader models

the desiredvalues, traits,beliefs, andbehaviors neededto realize thevision

Increasedidentification withthe leader and thecollective interestsof organizational

membersIncreased cohesionamong workgroupmembers

Increased self-esteem, self-

efficacy, andintrinsic interests ingoalaccomplishment

Increased rolemodeling of

charismaticleadership

Self-sacrificialbehavior

Organizationalcommitment

Taskmeaningfulness andsatisfaction

Increased

individualgroup, and

TraitsTraits

(cont)(cont)

8/6/2019 BA 352 Lecture Ch 14

15/22

14-10

This model is based on the idea that one of two distinctThis model is based on the idea that one of two distinct

types of leader-member exchange relationships evolve,types of leader-member exchange relationships evolve,

and these exchanges are related to important workand these exchanges are related to important work

outcomes.outcomes.- in-group exchange:in-group exchange: a partnership characterized by

mutual trust, respect and liking- out-group exchange:out-group exchange: a partnership characterized by

a lack of mutual trust, respect and liking

Research supports this modelResearch supports this model

The Leader-Member ExchangeThe Leader-Member Exchange

(LMX Model)(LMX Model)

8/6/2019 BA 352 Lecture Ch 14

16/22

14-12

Substitutes for leadershipSubstitutes for leadershiprepresentsituational variables that can substitute for, neutralize,or enhance the effects of leadership.

Research shows that substitutes for leadership directly

influence employee attitudes and performance.

Substitutes for LeadershipSubstitutes for Leadership

8/6/2019 BA 352 Lecture Ch 14

17/22

14-13a

Table 14-1a

Characteristic

Relationship-Oriented orConsiderateLeaderBehavior isUnnecessary

Task-Oriented orInitiatingStructure LeaderBehavior isUnnecessary

Of the SubordinateOf the Subordinate

1. Ability, experience, training, knowledge X

2. Need for Independence X X

3. Professional orientation X X

4. Indifference toward organizational rewards X X

Of the TaskOf the Task5. Unambiguous and Routine X

6. Methodically invariant X

7. Provides its own feedback concerning

accomplishment X

8. Intrinsically satisfying. X

Substitutes for LeadershipSubstitutes for Leadership

8/6/2019 BA 352 Lecture Ch 14

18/22

14-13b

Table 14-1b

Characteristic

Relationship-Oriented orConsiderate

LeaderBehavior isUnnecessary

Task-Oriented orInitiatingStructure Leader

Behavior isUnnecessary

Of the OrganizationOf the Organization

9. Formalization (explicit plans, goals, andareas

of responsibility)

X

10. Inflexibility (rigid, unbending rules and

procedures)

X X

11. Highly specified and active advisory andstaff

functions

X X

12. Closely knit, cohesive work groups X X

13. Organizational rewards not with theleaders

control14. Spatial distance between superior and X

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

Substitutes for Leadership (cont)Substitutes for Leadership (cont)

8/6/2019 BA 352 Lecture Ch 14

19/22

14-14

Servant Leadership represents a philosophy in whichleaders focus on increased service to others ratherthan to oneself.

A superleader is someone who leads others to lead

themselves by developing employees self-management skills.

Superleaders attempt to increase employees feelingsof personal control and intrinsic motivation.

Servant and SuperleadershipServant and Superleadership

8/6/2019 BA 352 Lecture Ch 14

20/22

1. Listening1. Listening Servant-leaders focus on listening toidentify and clarify the needs and desires ofa group.

2. Empathy2. EmpathyServant-leaders try to empathize withothers feelings and emotion. An individualsgood intentions are assumed even when he

or she performs poorly.

3. Healing3. Healing Servant-leaders strive to make themselvesand others whole in the face of failure orsuffering.

4. Awareness4. Awareness Servant-leaders are very self-aware or their

strengths and limitations.

14-15a

Table 14-2a Characteristics of theCharacteristics of the

Servant-LeaderServant-Leader

14 15b

8/6/2019 BA 352 Lecture Ch 14

21/22

))

5. Persuasion5. Persuasion Servant-leaders rely more on persuasionthan positional authority when makingdecisions and trying to influence others.

6. Conceptualization6. Conceptualization Servant-leaders take the time and effortto develop broader based conceptualthinking. Servant-leaders seek anappropriate balance between a short-term, day-to-day focus and a long-term,

conceptual orientation.7. Foresight7. ForesightServant-leaders have the ability to foresee

future outcomes associated with a currentcourse of action or situation.

14-15b

Table 14-15b

Characteristics of theCharacteristics of the

Servant-Leader (continuedServant-Leader (continued

14 15

8/6/2019 BA 352 Lecture Ch 14

22/22

8. Stewardship8. Stewardship Servant-leaders assume that they arestewards of the people and resources theymanage.

9. Commitment toCommitment to Servant-leaders are committed to people

the growth ofthe growth of beyond their immediate work role. They

peoplepeople commit to fostering an environment that

encourages personal, professional, andspiritual growth.

10. Building10. BuildingServant-leaders strive to create a sense of

CommunityCommunity community both within and outside thework organization.

14-15c

Table 14-2c

Characteristics of theCharacteristics of the

Servant-Leader (continued)Servant-Leader (continued)

ba 352 lecture ch 14

Documents