ch07
DESCRIPTION
managementTRANSCRIPT
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McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.
ChapterLeadership77
After completing this chapter, you should be able to:1. Explain what leadership is and how it affect behavior.2. Describe leadership trait theory.3. List and describe five behavioral leadership theories.4. List and describe four contingency leadership theories.5. Explain four situational supervisory styles.6. Identify three characteristics that substitute for leadership.7. Define the following 14 key terms (in order of appearance in the chapter):
leadership normative leadership theoryleadership trait theory situational leadershipbehavioral leadership theories autocratic styleLeadership Grid consultative stylecontingency leadership theories participative stylecontingency leadership theory laissez-faire styleleadership continuum
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Leadership Trait Theory
Leadership trait theory: assumes that there are distinctive physical and psychological characteristics accounting for leadership effectiveness.
Ghiselli’s six significant leadership traits Supervisory ability (Getting the job done through others). Need for occupational achievement (Seeking responsibility). Intelligence (Good judgment, reasoning, thinking capacity). Decisiveness (Solve problems and make decision). Self-assurance (Copes with problems, self-confidence). Initiative (Self-starting).
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Behavioral Leadership Theories
Behavioral leadership theories: assume that there are distinctive styles that effective leaders use consistently, or, that good leadership is rooted in behavior.
Basic leadership styles Autocratic (Theory X) Democratic (Theory Y) Laissez-faire (free-rein)
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Ohio State/U. of Michigan Model
High consideration(employee centered)
and
Low structure(job centered)
High structure(job centered)
and
High consideration(employee centered)
123
4Low consideration
(employee centered)
and
Low structure(job centered)
High structure(job centered)
and
Low consideration(employee centered)
Initiating structure(job centered)
HighLow
Con
side
ratio
n(e
mpl
oyee
cen
tere
d)High
Low
3
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The Leadership Grid
The Managerial Grid: Blake and Mouton’s model identifying the ideal leadership style as having a high concern for both production and people. Five major styles (out of 81 possible)
The impoverished manager (1,1) The sweatshop manager (9,1) The country club manager (1,9) The organized person manager (5,5) The team manager (9,9)
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The Leadership Grid
1,9 9,9
9,11,1
5,5
Concern for production
High 9
9 High
Low 1
Low 1
Con
cern
for p
eopl
e
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Transformational Leadership
Transformational leadership: focuses on the behaviors of successful top-level managers. Three acts:
Recognizing the need for revitalization. Creating a new vision. Instituting a change.
Transformational leadership styles: Charismatic Leadership Transactional Leadership
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Contingency Leadership Theory
Contingency leadership theory: Fiedler’s model to determine if leadership style is task or relationship orients, and if the situation matches the style.
Leadership style Determined by filling out LPC scales.
Situational Favorableness Leader-member relations. Task structure. Position power.
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Contingency Leadership Model
Question 1Are leader-member
relations good or poor?
Question 2Is the task
structured or unstructured?
Question 3Is position power strong or weak?
AppropriateStyle
Situ
atio
n
1 Task
2 Task
3 Task
4 Relationship
5 Relationship
6 Relationship
7 Either
8 Task
EndStart
Strong
Weak
Strong
Weak
Strong
Weak
Strong
Weak
Structured
Structured
Unstructured
Unstructured
Good
Poor
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Continuum of Leadership Behavior
Leader makes
decision and announces it
1
Leader“sells”
decision
2
Leaderpresents ideas and
invites questions
3
Leaderpresents tentative decision
subject to change
4
Leaderpresents problem,
gets suggestions, and makes decision
5
Leaderdefines
limits and asks group
to make decision
6
Leaderpermits
subordinates to function
within limits defined by
leader
7
Autocratic style
Participative style
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Normative Leadership Theory (I)
Normative leadership theory: Vroom and Yetton’s decision-tree model that enables user to select on of five leadership style appropriate for the situation. Five styles:
AI — Autocratic. Leader makes decision alone with available information.
AII — Autocratic. Leader makes decision alone, but uses information from subordinates.
CI — Consultative. Leader meets with subordinates individually, explains situation, gets information and ideas. Leader may or may not use subordinate’s input. Leader makes decision alone.
CII — Consultative. Leader meets with subordinates as a group, with same process as CI.
GII — Group oriented. Leader meets with subordinates as a group, explains the situation and allows the group to make the decision.
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Normative Leadership Theory (II) Determining the appropriate leadership
Is there a quality requirement such the one solution is likely to be more rational than another?
Do I have sufficient information to make a high-quality decision? Is the problem structured? Is acceptance of a decision by subordinates critical to effective
implementation? If I were to make the decision by myself, is it reasonably certain that
it would be accepted by my subordinates? Do subordinates share the organizational goals to be attained in
solving the problem? Is conflict among subordinates likely in the preferred solution (not
relevant to individual problems)? Do subordinates have sufficient information to make a high-quality
decision?
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Situational Leadership
High Moderate Low
Imm
atur
e
Mat
ure
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Situational Supervision Model
Capability Levels (C) Supervisory Styles (S)(C-1) Low (S-A) AutocraticThe employees are unable to and/or High directive/low supportunwilling to do the task without direction. Tell employees what to do and closely oversee performance. Give little or no support. Make decisions by yourself.(C-2) Moderate (S-C) ConsultativeThe employees have moderate ability and High directive/high supportare motivated. Sell employees on doing the job your way and oversee
performance at major stages. You may include their input in your decision. Develop a supportive relationship.
(C-3) High (S-P) ParticipativeThe employees are high in ability but may lack Low directive/high support self-confidence or motivation. Provide little or no direction. Let employees do the
task their way. Spend limited time overseeing performance. Focus on end results. Make decisions together, but you have the final say.
(C-4) Outstanding (S-L) Laissez-FaireThe employees are very capable and highly Low directive/low supportmotivated. Provide little or no direction and support. Let employees
make their own decisions.