Leadership

Chapter Sixteen

McGraw-Hill/Irwin 2013 The McGraw-Hill Companies, Inc. All rights reserved.

Copyright 2013 by The McGraw-Hill Companies, Inc. All rights reserved.

Learning Objectives
LO.1 Define the term leadership, and explain the difference between leading and managing. LO.2 Review trait theory research and the takeaways from this theoretical perspective. LO.3 Explain behavioral styles theory and its takeaways. LO.4 Explain, according to Fiedlers contingency model, how leadership style interacts with situational control, and discuss the takeaways from this model. LO.5 Discuss Houses revised pathgoal theory and its practical takeaways.
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Learning Objectives (cont.)

LO.6 Describe the difference between laissez-faire, transactional, and transformational leadership. LO.7 Discuss how transformational leadership transforms followers and work groups. LO.8 Explain the leadermember exchange model of leadership. LO.9 Review the concept of shared leadership and the principles of servant-leadership. LO.10 Describe the followers role in the leadership process.
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What Does Leadership Involve?

Leadership
Process between leaders and followers Involves social influence Occurs at multiple levels in an organization Focuses on goal accomplishment

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Approaches to Studying Leadership

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Characteristics of Being a Leader and a Manager

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Trait Theory
Leader trait
physical or personality characteristic that can be used to differentiate leaders from followers.

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What Are the Core Traits Leaders Possess?

Selfconfidence

Intelligence

Dominance

Level of energy and activity

Task-relevant knowledge

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Do People Possess Prototypes about Preferred Leadership Traits?

Implicit leadership theory
based on the idea that people have beliefs about how leaders should behave and what they should do for their followers.

Leadership prototype
mental representations of the traits and behaviors that people believe are possessed by leaders.

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What Traits Are Possessed by Bad Leaders?

Incompetent Rigid Intemperate

Callous

Corrupt

Insular

Evil

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Gender and Leadership

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

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Key Positive Leadership Traits

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What Are the Takeaways from Trait Theory?

First, organizations may want to include personality and trait assessments into their selection and promotion processes. Second, management development programs can be used to build a pipeline of leadership talent.

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Behavioral Styles Theory

The Ohio State Studies identified two independent dimensions of leader behavior.
Consideration: creating mutual respect and trust with followers. Initiating structure: organizing and defining what group members should be doing.

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Four Leadership Styles Derived from the Ohio State Studies

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Question?
Allen thrives on organizing and defining what group members should be doing to maximize output. According to the Ohio State researchers, Allen is exhibiting which of these behaviors?

A.Initiating structure B.Concern for people C.Relationship-motivated D.Consideration

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Takeaways from Behavioral Styles Theory

Leader behaviors can be systematically improved and developed. There is no one best style of leadership. The effectiveness of a particular leadership style depends on the situation at hand.

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Peter Druckers Tips for Improving Leadership Effectiveness

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Situational Theories
Situational theories
propose that the effectiveness of a particular style of leader behavior depends on the situation.

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Fiedlers Contingency Model

Contingency theory
based on the premise that a leaders effectiveness is contingent on the extent to which a leaders style fits or matches characteristics of the situation at hand.

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Fiedlers Contingency Model

Situational control
refers to the amount of control and influence the leader has in his immediate work environment

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Three Dimensions of Situational Control

Leader-member relations
the extent to which the leader has the support, loyalty, and trust of the work group

Task structure
concerned with the amount of structure contained within tasks performed by the work group

Position power
the degree to which the leader has formal power to reward, punish, or otherwise obtain compliance from employees

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Representation of Fiedlers Contingency Model

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Question?
Kimberly is a task-motivated leader. According to Fiedler's work, Kimberly would not be effective under which conditions?

A.Situations of high control B.Conditions of low control C.Conditions of achievement-orientation D.Conditions of moderate control

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Path-Goal Theory
Describes how leadership effectiveness is influenced by the interaction between four leadership styles directive, supportive, participative, achievement-oriented Contingency factors
Situational variables that cause one style of leadership to be more effective than another

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A Reformulated Theory
Three key changes: 1. Leadership is more complex and involves a greater variety of leader behavior. 2. The role of intrinsic motivation and empowerment in influencing leadership effectiveness 3. Shared leadership

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A General Representation of Houses Revised Path-Goal Theory

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Applying Situational Theories

1. Identify important outcomes 2. Identify relevant leadership
types/behaviors. 3. Identify situational conditions 4. Match leadership to the conditions at hand 5. Determine how to make the match

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The Full-range Model of Leadership

Transactional leadership
focuses on clarifying employees role and task requirements and providing followers with positive and negative rewards contingent on performance.

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The Full-range Model of Leadership

Transformational leaders
engender trust, seek to develop leadership in others, exhibit self-sacrifice and serve as moral agents, focusing themselves and followers on objectives that transcend the more immediate needs of the work group.

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Question?
Coach Bryant gave many great halftime speeches. Which transformational behavior was this?

A.Inspirational motivation B.Idealized influence C.Individualized consideration D.Intellectual stimulation

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A Transformational Model of Leadership

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Managerial Implications
1.
The establishment of a positive vision of the futureinspirational motivation should be considered a first step at applying transformational leadership The best leaders are both transformational and transactional Transformational leadership influences group dynamics and group-level outcomes Transformational leadership works virtually

2.
3. 4.

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Maintaining Ethical Transformational Leadership

1. 2.
Create and enforce a clearly stated code of ethics. Recruiting, selecting, and promoting people who display ethical behavior. Developing performance expectations around the treatment of employees. Training employees to value diversity. Identifying, rewarding, and publicly praising employees who exemplify high moral conduct.
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3.
4. 5.

The Leader-Member Exchange (LMX) Model of Leadership

Focuses on the quality of relationships between managers and subordinates as opposed to the behaviors or traits of either leaders or followers. Assumes that leaders develop unique oneon-one relationships with direct reports.

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The Leader-Member Exchange (LMX) Model of Leadership

In-group exchange
leaders and followers develop a partnership characterized by reciprocal influence, mutual trust, respect and liking, and a sense of common fates.

Out-group exchange
Leaders are characterized as overseers who fail to create a sense of mutual trust, respect, or common fate

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Managerial Implications
Leaders are encouraged to establish highperformance expectations for all of their direct reports. Managers should be careful that they dont create a homogeneous work environment.

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Shared Leadership
Shared leadership
dynamic, interactive influence process among individuals in groups for which the objective is to lead one another to the achievement of group or organizational goals or both

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Servant Leadership
Servant leadership
focuses on increasing services to others rather than to oneself less likely to engage in self-serving behaviors that hurt others

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Video: Women Leading in the Workplace

Space Shuttle Commander Eileen Collins hopes to serve as a role model for other women. How has life in the USAF changed for women over the past several decades to allow her to be Shuttle Commander? Commander Collins cites cultural issues as a potential cause of women not pursuing math and engineering oriented training and careers as frequently as men. Why do you think this is? Based on what you saw in the video, do you think that family responsibilities prevent women from growing in their careers?

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