CHAPTER 12: LEADERSHIP They consult their subordinates before making decisions.

Under pressure, they become

Personal Characteristics associated with Leadership socially withdrawn. Tend to appreciate humor.
Leader Emergence – idea that people who become leaders possess traits or characteristics Task oriented leaders – see their employees as lazy, extrinsically motivated,
different from people who do not become leaders. wanting security, undisciplined and shirking responsibility. Under pressure they become
o Leadership gene? We inherit certain traits and abilities that might influence our anxious, defensive and dominant. Tend to produce humor.
decision to seek leadership Leadership Opinion Questionnaire (LCQ)
o People High in openness, conscientiousness and extraversion and low in neuroticism are
more likely to emerge as leaders Leader Behavior Description Questionnaire (LBDQ)
o High self-monitors o Unsuccessful Leaders
o More intelligent people Lack of training
o Looking at patterns of abilities and personality traits
Cognitive Deficiencies – poor leaders are unable to learn from experience and
o 3 ASPECTS/FACTORS IN MOTIVATION
are unable to think strategically, they consistently make the same mistakes and do not plan
Affective identity motivation – enjoy being in charge and leading others. ahead
People score high on this has the high leadership potential
Personality
Noncalculative motivation – perceive positions that will result in personal gain
• Paranoid/passive aggressive – appear to be supportive but at the same time
Social-normative motivation – sense of duty they will stab another person in the back.
o Role of gender is complex. Men emerge as leaders more in short-term groups with low
• High likability floater – insecure and seldom rocks the boat or causes trouble.
social interaction. Women involves in high social interaction
Their employees have high morale but low performance.
o Glass ceiling for women
• Narcissists – insecurity by overconfidence. “center of attention.
Leader Performance – leaders who perform well possess certain characteristics that
poorly performing leaders do not.
Interaction between Leader and Situation
o Traits
Management, decision-making and oral communication skills were highly
Situational Favorability
correlated with leadership effectiveness
o Fiedler’s Contingency model – any individual’s leadership style is effective only in
Self monitoring – focus on what leaders do as opposed to what they are certain situations.
o Cognitive Ability – when the leader is not distracted by stressful situations and when o Least Preferred Coworker (LPC) Scale
the leader uses a more directive leadership style o Favorableness of a situation is determined by 3 variables:
o Needs Task Structuredness –goals that are clearly stated and known by group
Need for power, achievement, and affiliation members.
Implies that an effective leader should be concerned more with results than with Leader position power – the greater the position or legitimate power of the
being liked leader, the more favorable the situation
Leadership motive pattern – high need for power and low need for affiliation Leader member relations – the more the subordinates like their leader, the
Thematic Apperception Test (TAT) more favorable the situations
o Leader Match - Fiedler’s training program
Job Choice Exercise (JCE)
o Gender – women are more effective as leaders in situations traditionally defined in less
Organizational Climate
masculine terms and vice versa for men
o Task vs. Person Orientation o IMPACT Theory
Person Oriented Leaders – act in a warm and supportive manner and show Informational Style – provides information in a climate of ignorance, where
concern for their subordinates. They believe that employees are intrinsically motivated. important information is missing from the group
 Magnetic Style – leads through energy and optimism and is effective only in a
climate of despair which is characterized by low morale. The chances of successful
leadership increase in a situation of general despair when a magnetic or charismatic
individual assumes control.
Position Style – leads by virtue of the power inherent in that position
Affiliation style – leads by liking and caring about others. Most effective in a
climate of anxiety
Coercive style – leads by controlling reward and punishment and is most
effective in a climate of crisis
Tactical style – leads through the use of strategy and is most effective in a
climate of disorganization
o How to become an effective leader according to IMPACT Theory?
Find a climate consistent with your leadership style
Change you leadership style to better fit the existing climate
Change you follower’s perception of the climate
Change the actual climate
Subordinate Ability
o Leaders will be successful only if their subordinates perceive them as working with them
to meet certain goals and if those goals offer a favorable outcome for the subordinates
o Path Goal Theory – a leader can adopt one of four behavioral leadership styles
Instrumental style – planning, organizing and controlling the activities of
employees
Supportive style – shows concern for employees
Participative style – shares information with employees and let them
participate in decision making
Achievement oriented style – sets challenging goals and rewards increases in
performance
o Situational Leadership theory – a leader typically uses one of four behavioral styles:
Directing Approach – unable and unwilling or insecure. The leader directs the
follower by telling him what to do and how to do it
Coaching approach – unable but willing or confident. They are willing to work
but are not sure how to do it
Supporting approach – Able but unwilling or insecure. Given plenty of
emotional support
Delegating approach – Able and willing or confident. Most productive and
happy
Relationship with Subordinates
o Leader member exchange (LMX) – originally called vertical dyad linkage (VDL)
theory. It is a unique situational theory that makes good intuitive sense. Concentrates on the
interactions between leaders and subordinates. Ingroup- high quality relationship with leader.
Trusting, friendly. Out-group – low quality of relationship with leader
Leadership through Decision Making
o Vroom-Yetton Model – provide a flowchart that can tell a leader what process to go
through to make a decision in a particular situation.
Leadership through Contact: Management by Walking Around (MBWA) – leaders and
managers are most effective when they are out of their offices, walking around and meeting with and
talking to employees and customers around their needs and progress.
Leadership through Power - obtain more resources, dictate policy and advance farther in an
organization than those who have little or no power. 5 basic types of power:
o Expert power – knowledge must be something that others in an organization need.
Must be aware that the leader knows something
o Leadership power – best able to get employees to comply with their order but low
follower satisfaction
o Reward and coercive powers
Reward – having control over both financial rewards, salary increases, promotions
Coercive – willing to use her ability to punish
o Referent Power – leaders who are well liked can influence others even in the absence
of reward and coercive empower.
Leadership through Vision: Transformational Leadership
o Transformational leadership - setting goals, monitoring performance and providing a
consequence to success or failure. 3 dimensions:
Contingent reward – leaders who reward followers for engaging in desired
activity
Management by exception-active – leaders who monitor performance and
take corrective action when needed
Management by exception-passive – leaders who do not actively monitor
follower behavior and who take corrective action only when problems are serious.
o focuses on changing or transforming the goals, values, ethics, standards, and
performance of others. Leaders are often labeled as being “visionary,” “charismatic,” and
“inspirational.”
o 3 highly related dimensions to transformational leadership:
Charisma
Intellectual stimulation
Individual Consideration.
 Good leaders possess 5 characteristics: o Humane style – modest & helpful
o Vision o Team-oriented - collaborative
o Differentiation o Participative – getting the opinions & help of others
o Values o Autonomous – independent & individualistic & making one’s own decisions of vision
o Transmission and values
o Flaws

Leadership through Persuasion

o By Communication
Expertise – for leaders to persuade their followers, they must be the most
knowledgeable about their common interest
Trustworthiness – communicate not only that he is similar to them but also his
goals are the same as theirs
Attractiveness – more persuasive than unattractive people
o By Message
Message Discrepancy
One-sided vs. Two-sided arguments
Threats

Cultural Differences in Leadership

PROJECT GLOBE
o Discover differences and similarities in cultures
o Determine why these differences exist
Cultures can differ in 9 dimensions:
o Uncertainty avoidance – a culture avoids uncertainty by using social norms & rituals
o Power distance – extent to which power is unequally shared
o Social collectivism – a culture encourages collective distribution of resources
o Ingroup collectivism – extent to which individuals express pride in their organizations
& families
o Gender egalitarianism – a culture tries to minimize differences in gender roles &
prevent discrimination
o Assertiveness – individuals in a culture are assertive & challenging in social
relationships
o Future orientation – culture plans for & invests in the future
o Performance orientation – culture encourages & rewards improvement in
performance
o Humane orientation – culture encourages & rewards people for being fair, caring &
giving

Project Globe 6 main leadership styles

o Charismatic – involves vision, inspiration, integrity
o Self-protective – follows procedure, emphasizing status differences, self centered