ch. 4 style - william allan kritsonis, phd - presenter

8/20/2019 Ch. 4 Style - William Allan Kritsonis, PhD - Presenter

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Chapter 4 -Style ApproachChapter 4 -Style Approach

© 2003 Jan Krieger SAGESAGE PublicationsPublications

Style ApproachStyle Approach

LeadershipLeadership

Theory and Practice,Theory and Practice, 3/e3/ePeter G. Northouse, Ph.D.Peter G. Northouse, Ph.D.

William Kritsonis, PhDWilliam Kritsonis, PhD

PresenterPresenter



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OverviewOverview• Style Approach Perspective

– Ohio State Studies

– niversity o! "ichigan Studies

• #la$e % "outon&s 'eadership (rid

• )o* +oes the Style Approach ,or$-



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Style Approach +escriptionStyle Approach +escription

• Leader-focused

perspective

• Emphasis on

hat leaders do

and ho the! act

• "omprised of #o"omprised of #o

Kinds of $ehaviorsKinds of $ehaviors

– #as% &ehaviors#as% &ehaviors• .acilitate goal

acco/plish/ent

– 'elationship &ehaviors'elationship &ehaviors

• )elp suordinates !eelco/!ortale *ith

the/selves each other

and the situation

PerspectivePerspective

PerspectivePerspective DefinitionDefinition

DefinitionDefinition





Ohio State StudiesOhio State Studies• Leadership $ehavior Description (uestionnaire )L$D(*Leadership $ehavior Description (uestionnaire )L$D(*

– denti!y nu/er o! ti/es leaders engaged in speci!ic ehaviors• 140 5uestions

– Participant settings 6/ilitary industrial educational7 – 8esults

• Particular clusters o! ehaviors *ere typical o! leaders

• L$D(-+ )todill, 013*L$D(-+ )todill, 013* – "ost *idely used leadership assess/ent instru/ent – 8esults 9 :*o distinct independent ehaviors conceptuali;ed

along separate continua• Leaders provide structure for su&ordinatesLeaders provide structure for su&ordinates

• Leaders nurture su&ordinatesLeaders nurture su&ordinates



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niversity o! "ichigan Studiesniversity o! "ichigan Studies

• E2plorin leadership &ehaviorE2plorin leadership &ehavior

– Speci!ic e/phasis on i/pact o! leadership ehavior on

per!or/ance o! s/all groups

• 'esults - #o t!pes of leadership &ehaviors'esults - #o t!pes of leadership &ehaviors

conceptualied alon a sinle continuumconceptualied alon a sinle continuum

– Emplo!ee orientationEmplo!ee orientation

• Strong hu/an relations e/phasis

– Production orientationProduction orientation

• Stresses the technical aspects o! a <o

– 'ater studies reconceptuali;ed as t*o independent leadership

orientations



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Blake & Mouton’sBlake & Mouton’sLeadership GridLeadership Grid

• )istorical Perspective

• 'eadership (rid >o/ponents – Authority9>o/pliance 6?17

– >ountry >lu "anage/ent 61?7

– /poverished "anage/ent 6117

– "iddle9o!9the98oad "anage/ent 6447

– :ea/ "anage/ent 6??7

– Opportunis/

– Paternalis/@"aternalis/ 61 ? ?17


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)istorical Perspective)istorical Perspective#la$e % "outon 'eadership (rid#la$e % "outon 'eadership (rid

• Developed in earl!

014s

• 5sed e2tensivel! inoraniational trainin

6 development

• Desined to e2plain ho leadersDesined to e2plain ho leaders

help oraniations to reachhelp oraniations to reach

their purposestheir purposes – :*o !actors

• "oncern for production"oncern for production

– )o* a leader is concerned *ith

achieving organi;ational tas$s

• "oncern for people"oncern for people – )o* a leader attends to the

/e/ers o! the organi;ation

*ho are trying to achieve its

goals

DevelopmentDevelopmentDevelopmentDevelopment PurposePurposePurposePurpose


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:he 'eadership (rid:he 'eadership (ridDD

00

77

88

11

99

::

33

;;

;; 33 :: 99 11 88 77 00LoLo

LoLo

<ih<ih

<ih<ih"oncern for 'esults"oncern for 'esults

"

o n c e r n f o r P e o p l e

" o n c e r n f o r P e o p l e

, 0, 0 0, 00, 0

, , 0, 0,

"ountr! "lu& =anaement"ountr! "lu& =anaement #eam =anaement#eam =anaement

=iddle-of-the-'oad=iddle-of-the-'oad

9, 99, 9

mpoverished =anaementmpoverished =anaement >uthorit!-"ompliance =mt>uthorit!-"ompliance =mt


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Authority9>o/pliance 6?17Authority9>o/pliance 6?17

• Efficienc! in operationsEfficienc! in operations

results from arraninresults from arranin

conditions of or% suchconditions of or% suchthat human interferencethat human interference

is minimalis minimal

• More More emphasis on tas% andemphasis on tas% and

?o& re@uirements and ?o& re@uirements and lessless

emphasis on peopleemphasis on people• "ommunicatin ith"ommunicatin ith

su&ordinates outside tas%su&ordinates outside tas%

instructions not emphasiedinstructions not emphasied

• Results driven Results drivenA PeopleA Peoplerearded as tools to that endrearded as tools to that end

DefinitionDefinitionDefinitionDefinition Role FocusRole FocusRole FocusRole Focus





>ountry >lu 61?7>ountry >lu 61?7

• #houhtful attention to#houhtful attention to

the needs of peoplethe needs of people

leads to a comforta&le,leads to a comforta&le,friendl! oraniationfriendl! oraniation

atmosphere and or%atmosphere and or%

tempotempo

• Low Low concern for tas%concern for tas%

accomplishment coupled ithaccomplishment coupled ith

highhigh concern for interpersonalconcern for interpersonalrelationshipsrelationships

• De-emphasizes production De-emphasizes production;;

leaders stress the attitudesleaders stress the attitudes

and feelins of peopleand feelins of people• Positive climate fostered &!Positive climate fostered &!

&ein areea&le, eaer to help,&ein areea&le, eaer to help,

comfortin, noncontroversialcomfortin, noncontroversial






/poverished 6117/poverished 6117

• =inimal effort e2erted=inimal effort e2erted

to et or% done isto et or% done is

appropriate to sustainappropriate to sustainoraniationaloraniational

mem&ershipmem&ership

• LeaderLeader unconcerned unconcerned ithith bothboth

tas% and interpersonaltas% and interpersonal

relationshipsrelationships• Goin throuh the motions,Goin throuh the motions,

&ut uninvolved and&ut uninvolved and

ithdranithdran

• <ave little contact ith<ave little contact ithfolloers and are descri&ed asfolloers and are descri&ed as

indifferent, noncommittal,indifferent, noncommittal,

resined, and apatheticresined, and apathetic






"iddle9o!9the98oad 6447"iddle9o!9the98oad 6447

• >de@uate oraniational>de@uate oraniational

performance possi&leperformance possi&le

throuh &alancin thethrouh &alancin thenecessit! of ettin or%necessit! of ettin or%

done hile maintainindone hile maintainin

satisfactor! moralesatisfactor! morale

• Leaders ho are compromisersALeaders ho are compromisersA

havehave intermediateintermediate concern forconcern for

tas% and peopletas% and people

• #o achieve e@uili&rium, leader#o achieve e@uili&rium, leader

avoids conflict hileavoids conflict hile

emphasiin moderate levels ofemphasiin moderate levels of

production and interpersonalproduction and interpersonal

relationshipsrelationships• Descri&ed as e2pedientA prefersDescri&ed as e2pedientA prefers

the middle round, soft-pedalsthe middle round, soft-pedals

disareementdisareement






:ea/ 6??7:ea/ 6??7

• Wor% accomplished

throuh committed peopleA

interdependence via a

Bcommon sta%eC in the

oraniations purpose,

hich leads to relationships

of trust and respect

• trong trong emphasis onemphasis on bothboth tas%stas%s

and interpersonaland interpersonal

relationshipsrelationships• Promotes hih deree ofPromotes hih deree of

participation and teamor% participation and teamor%

• Leader stimulatesLeader stimulates

participation, actsparticipation, actsdetermined, ma%es prioritiesdetermined, ma%es priorities

clear, follos throuh, etc.clear, follos throuh, etc.






)yrids)yrids

Opportunis/Opportunis/

• People adapt and shift

to an! rid st!le needed

to ain ma2imumadvantae

• Performance occurs accordinPerformance occurs accordin

to a s!stem of selfish ainto a s!stem of selfish ain

• Leader uses an!Leader uses an! combinationcombination ofofthe &asic five st!les for thethe &asic five st!les for the

purpose of personalpurpose of personal

advancementadvancement

• Leader usuall! has aLeader usuall! has a dominant dominant

rid st!le and arid st!le and a bac!upbac!up st!lest!le

that is reverted to underthat is reverted to under

pressurepressure






)yrids)yrids

Paternalis/@"aternalis/Paternalis/@"aternalis/

• 'eard and approval

are &estoed on people

in return for lo!alt! ando&edienceA failure to

compl! leads to

punishment

• Leaders ho useLeaders ho use bothboth ,0 and,0 and

0,0, without integrating without integrating the tothe to

• #he#he benevolent dictator benevolent dictator ;; actsactsracious for purpose of oalracious for purpose of oal

accomplishmentaccomplishment

• #reats people as thouh the!#reats people as thouh the!

ere disassociated from theere disassociated from thetas% tas%



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owow Does theDoes the!t"le #pproach!t"le #pproach

$ork%$ork%• .ocus o! Style Approach

• Strengths

• >riticis/s• Application


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Style ApproachStyle Approach

• Primaril! a frameor%Primaril! a frameor%

for assessinfor assessin

leadership in a &roadleadership in a &roada! as &ehavior ith aa! as &ehavior ith a

tas% and relationshiptas% and relationship

dimensiondimension

• ffers a means offfers a means of

enerall! assessin theenerall! assessin the

&ehaviors of leaders&ehaviors of leaders

FocusFocusFocusFocus Overall !copeOverall !copeOverall !copeOverall !cope


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StrengthsStrengths• Style Approach /ar$ed a ma"or shi#t ma"or shi#t in leadership research !ro/

eEclusively trait !ocused to include ehaviors and actions o! leaders

• $road range o! studies on leadership style validates and gives

crediility to the asic tenets o! the approach

• At conceptual level a leader&s style is co/posed o! t*o /a<or

types o! ehaviorsF tas! and relationshiptas! and relationship• #ased on style approach leaders can assess their actions and

deter/ine ho* to change to i/prove their leadership style



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>riticis/s>riticis/s

• 8esearch has not not ade5uately de/onstrated ho* leaders&

styles are associated *ith per!or/ance outco/es

• %o universal %o universal style o! leadership that could e e!!ective

in /ost situations

• /plies that the /ost e!!ective leadership style is &igh- &igh-

&igh &igh style 6iGeG high tas$@high relationship7 research

!inding support is li/ited



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© 2003 J K iSAGESAGE PublicationsPublications

ApplicationApplication

• "any leadership training and

develop/ent progra/s are designed

along the lines o! the style approachG

• #y assessing their o*n style /anagerscan deter/ine ho* they are perceived y

others and ho* they could change their

ehaviors to eco/e /ore e!!ectiveG

ch. 4 style - william allan kritsonis, phd - presenter

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