Download - BA 352 Lecture Ch 14
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LeadershipLeadership
Chapter Fourteen
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Trait and Behavioral Theories ofTrait and Behavioral Theories of
LeadershipLeadership
Trait Theory
Behavioral Styles Theory
Situational TheoriesSituational Theories
Fiedlers Contingency Model
Path-Goal Theory
Hersey and Blanchards Situational Leadership Theory
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Chapter Fourteen OutlineChapter Fourteen Outline
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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
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Chapter Fourteen OutlineChapter Fourteen Outline
(continued)(continued)
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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
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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)
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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
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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
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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
LeadershipLeadership
StyleStyle
Task MotivatedTask Motivated
LeadershipLeadershipRelationshipRelationship
MotivatedMotivated
LeadershipLeadership
TaskTask
MotivatedMotivated
LeadershipLeadership
Representation of FiedlersRepresentation of Fiedlers
Contingency ModelContingency Model
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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
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SellingS2
Explain decisions andprovide opportunity for
clarification
ParticipatingS3
Share ideas andfacilitate in
decision making
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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
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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
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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
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Transactional versusTransactional versus
Charismatic LeadershipCharismatic Leadership
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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?
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Transactional versus CharismaticTransactional versus Charismatic
Leadership (continued)Leadership (continued)
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Individual andOrganizational
Characteristics
Leaderbehavior
Effects onfollowers and
work groups
Outcomes
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Figure 14-4a
TraitsTraits Leaderestablishes avision
Increasedintrinsicmotivation,achievementorientation, and
goal pursuit
Personalcommitment to leaderand vision
OrganizationalOrganizational
CultureCulture
Charismatic Model of LeadershipCharismatic Model of Leadership
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Individual andOrganizational
Characteristics
Leaderbehavior
Effects onfollowers and
work groups
Outcomes
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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)
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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)
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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
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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
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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)
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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
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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.
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Table 14-2a Characteristics of theCharacteristics of the
Servant-LeaderServant-Leader
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))
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.
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Table 14-15b
Characteristics of theCharacteristics of the
Servant-Leader (continuedServant-Leader (continued
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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.
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Table 14-2c
Characteristics of theCharacteristics of the
Servant-Leader (continued)Servant-Leader (continued)