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LEADERSHIP

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Leadership Leader

someone who can influenceothers and who hasmanagerial authority all managers should ideally be

leaders

not all leaders have the ability tobe an effective manager

Leadership

process of influencing a grouptoward the achievement ofgoals

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Transformational Leadership

Transformational leadersinspire and excite followers

to high level of performance

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Transactional and Transformational

Leadership

Transactional leadersidentify whatsubordinates need to do to achieve objectives,clarify organizational roles and tasks, set up anorganization structure, reward performance,and are considerate for the social needs of itsfollowers

Transformational leadersarticulate a visionand inspire followers. They have the capacity to

motivate, shape the organizational culture, andcreate a climate favorable for organizationalchange

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What Do Contemporary Views

of Leadership Tell Us?

Transactional Leaders Leaders who lead primarily by using social

exchanges (or transactions)

Transformational Leaders

Leaders who stimulate and inspire (transform)

followers to achieve extraordinary outcomes

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Charismatic Leadership

Charismatic leaders use the force ofpersonal abilities and talents to have

profound effects on followers.

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How Do Charismatic and Visionary

Leaders Differ?

Charismatic Leaders

Enthusiastic, self-confident

leaders whose personalities and

actions influence people to

behave in certain ways

Visionary Leadership

The ability to create and articulate

a realistic, credible, and attractive

vision of the future that improves

on the present situation

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Authentic Leadership

Authentic leaders have a

conscious and well-

developed sense of values

and act in ways that areconsistent to their value

systems.

I cannot tell a lie

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Trait Theories

leader traits - characteristics that might be used todifferentiate leaders from non leaders might be used as a basis for selecting the right people to

assume formal leadership positions

proved to be impossible to identify a set of traits thatwould alwaysdifferentiate leaders from non leaders explanations based solely on traits ignored the interactions of

leaders, their groups, and situational factors

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Behavioral Theories

knowing what effective leaders do would provide the basisfor training leaders

Universi ty o f Iowa Studies- Kurt Lewin

explored three leadership styles autocrat ic- leader dictated work methods democrat ic - involved employees in decision

makingo used feedback to coach employees

laissez-faire- gave the group complete freedom results were mixed with respect to performance

satisfaction higher with democratic leader

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Behavioral Theories (cont.)

Universi ty of Michigan Studies - identified twodimensions of leadership

emplo yee or iented- emphasized interpersonal relationships

accepts individual differences among subordinates associated with high group productivity

product ion or iented - emphasized the technical or taskaspects of the job

concerned with accomplishing the groupstasks

associated with low group productivity and low jobsatisfaction

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What Did the Ohio State Studies

Show?

Identified two categories that accounted formost of the leadership behavior

Initiating Structure

The extent to which a leader defines and structureshis or her role and the roles of employees to attain

goals

Consideration

The extent to which a leader has job relationshipscharacterized by mutual trust, respect for

employees ideas, and regard for their feelings

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Behavioral Theories (cont.)

Managerial Grid - two-dimensional grid that provides aframework for conceptualizing leadership style

dimensions are con cern for people and concern for

product ion

five management styles described

impoverished (1,1) - minimum effort to reach goals

and sustain organization membership

task (9,1) - arrange operations to be efficient with

minimum human involvement

midd le-of -the-road (5,5) - adequate performance by

balancing work and human concerns

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Behavioral Theories (cont.)

Managerial Grid(cont.)

five management styles described (cont.)

coun try club (1,9) - attention to human needs

and creation of comfortable work environment

team (9,9) - committed people motivated by a

common purpose, trust, and mutual respect concluded that managers should use (9,9) style

little empirical evidence to support this conclusion

no rationale for what made a manager an

effective leader

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Three Contingency Dimensions Leader-member relations

the degree of confidence, trust, and respect employeeshad for their leader

Task structure the degree to which job assignments were formalized

and structured

Position power

the degree of influence a leader had over activities suchas hiring, firing, discipline, promotions, and salary

increases

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Other Contingency Theories Situational Leadership Theory

1. Unable and UnwillingGive Directions

2. Unable and WillingCompensate

3. Able and UnwillingSupport and Participate

4. Able and WillingDo nothing

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Hersey and Blanchards Situational Leadership

Theory

Situational Leadership Theory (SLT)

A contingency theory that focuses on followers readiness; the

more ready the followers (the more willing and able) the less

the need for leader support and supervision.

LOW Amount of Follower Readiness HIGH

Amount of Leader Support &

Supervision Required

HIGH LOW

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Leadership Styles and Follower Readiness

(Hersey and Blanchard)

WillingUnwilling

Able

Unable Directive

High Task

and

Relationship

Orientations

Supportive

Participative Monitoring

Follower

Readiness

Leadership

Styles

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The Path-goal Approach to Leadership

Effectiveness

Path-goal theorysuggests

that the main function of the

leader is to clarify and set

goals with subordinates, helpthem find the best path for

achieving the goals, and

remove obstacles

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Leader-Member Exchange

Theory

Leader-Member Exchange (LMX) Theory

Leaders select certain followers to be in (favorites) based

on competence and/or compatibility and similarity to leader

Exchanges with these in followers will be higher quality

than with those who are out

Result: In subordinates will have higher performance

ratings, less turnover, and greater job satisfaction.

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Leader-Member Exchange

Theory