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Leadership Perspectives/Theories (6)

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Trait theories Behavioral theories Contingency theories Leader-Member Exchange theory Charismatic Leadership Transformational Leadership

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3 Other Leadership Issues

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Trust Mentoring Challenges - Substitutes Theory

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leadership

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The ability to influence a group toward the achievement of vision or goals

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leadership focus

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More focused on visions for future, challenging status quo, inspiring org. members

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a leader is considered a ...

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visionary

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management

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Use of authority inherent in designated formal rank to obtain compliance from organizational members

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management focus

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More focused on efficiency, implementation, managing day-to-day activities

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charasmatic theories refer to

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uppper level

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Measurement of leadership effectiveness

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botton line--> stock price, employee satisfaction

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who do you refer to to measure effectivness

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1. subordinates 2. objective indictors

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Traits Theories of Leadership

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Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from non-leaders.

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3 Leadership Traits from Big 5:

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Extraversion Conscientiousness Openness to Experience

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other traits correlated with good leadership (2)

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-Self-efficacy/Confidence -Emotional Intelligence (empathy)

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Traits that do predict leadership dont explain

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do not explain substantial amounts of variance

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traits theories are better predictors of

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appearance of leadership (leader emergence) than distinguishing b/t effective and ineffective leaders

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Behavioral Theories of Leadership

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Theories proposing that specific behaviors differentiate leaders from non-leaders

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Differences between trait and behavioral theories of leadership:

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Trait theory: leadership is inherent Behavioral theory: leadership is a skill set and can be taught to anyone

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Important Behavioral Studies

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ohio and michigan

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2 dimensions of leadership for ohio

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Initiating structure Consideration

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2 dimensions of leadership for michigan

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Employee-oriented Production-oriented

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Initiating structure/production-orientation effects

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performance

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Consideration/employee-orientation effects

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satisfaction

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consideration

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attention to personal component--> morale, well being

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initiation structure=

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production oriented

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consideration=

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employee oriented

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universal perspectives

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behavioral and trait theories- does take situation into consideration

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Contingency Theories

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While trait and behavior theories do help us understand leadership, an important component is missing: the leader's environment or situation (context)

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3 key contingency theories

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1. Fiedler's Model 2. Hersey and Blanchard's Situational Leadership Theory 3. Path-Goal Theory

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contingency theories similar how

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focus on leader and context

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contingency theories differ how

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in terms of what variables about leader/context they consider

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Fiedler Model

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Effective group performance depends on the proper match between leadership style and the degree to which the situation gives the leader control (situational control)

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how is leadership assessed in fiedler model

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assessed by LPC scale and Assumes that leadership style (based on orientation revealed in LPC questionnaire) is fixed

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fiedler model considers what 3 factors

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leader member relations task structure position power

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leader member relations

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degree of confidence and trust in the leader

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task structure

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degree of structure in job assignments

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position power

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leader's ability to hire, fire, and reward

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Effective leadership under fiedler model requires what

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match between leadership style and situational control must have a leader who fits the situation or change the situation to fit the leader's style

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Fiedler's Model: The Leader

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Leader's Style is Fixed & Can be Measured by the Least Preferred Co-Worker (LPC) Questionnaire

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Least Preferred Co-Worker (LPC) Questionnaire

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The way in which a leader evaluates a co-worker that they least enjoyed working with indicates whether the leader is task- or relationship-oriented

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low LPC

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task oriented

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high LPC

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relationship oriented

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Graphic Representation of Fiedler's Model

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leadership performance based on amount of control

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favorable control- what type of leader best?

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task oriented

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moderate control- leadership besy?

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relationship oriented

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unfavorable control-leadership best?

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task orienteed

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Positives fiedlers model

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Considerable evidence supports the model, especially if the original eight situations are grouped into three (high, moderate and low control)

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Problems fiedler model (3)

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1. The logic behind the LPC scale is not well understood 2. LPC scores are not stable 3. Contingency variables are complex and difficult for practitioners to assess

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Situational Leadership Theory

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A model that focuses on follower "readiness"

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readiness

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"Readiness" is the extent to which people have the ability and willingness to accomplish a specific task

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leadership behavior for: unable and unwilling

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give clear and specific directions

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leadership behavior for: unable and willing

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display high task orientation and relationship orientation

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leadership behavior for: able and unwilling

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use a supportive and participatory style

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leadership behavior for: able and willing

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diesnt need to do much

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readiness is considered

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contingency vairbale

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House's Path-Goal Theory

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Leaders provide followers with information, support, and resources to help them achieve their goals by helping clarity path to workers goals

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house path goal builds on what

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ohio state theory

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4 leadership styles

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directive supportive participative achievment

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directive

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focuses on the work to be done

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supportive

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focuses on the well-being of the worker

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participative

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consults with employees in decision making

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achievement

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sets challenging goals

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path goal contingency variables

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environmental and subordinate

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environmental contingency (3)

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task structure formal authority work group

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subordinate contingency factors (3)

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locus of control experience perceived ability

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Leader-Member Exchange (LMX) Theory

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in groups and outgroups

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ingroups (3)

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- In the leader's inner circle of communication -Receive more time and attention from leader -Receive greater responsibility and rewards

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outgroups (3)

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-Managed by formal rules and policies -Receive less of leader's attention/fewer exchanges -More likely to retaliate against organization

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What determines in vs. out group placement? (2)

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-demographic and deep level diversity characteristics -employee competence

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Employees with high LMX (3)

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-Higher performance -Higher OCB -Higher satisfaction with supervisor

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Charismatic Leadership

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Followers attribute heroic or extraordinary leadership abilities when certain behavior is observed

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4 characteristics of charismatic leadership

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1. vision 2. extraordinary behavior 3. sensitivity to follower needs 4. personal risk

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4 steps in how charismatic leaders influence others

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1. articulate vision 2. create a vision statement 3. create a new set of values consistent with vision 4. demonstrate the vision by example

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Charismatic leadership has found to be correlated with what 2 things

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1. high performance and satisfaction among followers 2. Greater organizational profitability

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when is charismatic leadership most effective (3)

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1. During crisis situations 2. In times of high stress and uncertainty 3. At higher levels in the organization

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what is the dark side of charismatic leadership

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unethical or legal behavior because leaders into it too much for themselves

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Transactional leaders

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guide followers to goal accomplishment by clarifying role and task requirements *more managerial, day to day

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Transformational leaders

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Inspire followers to transcend their self-interests for the good of the organization; capable of having profound and extraordinary effect on followers

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4 aspects of transactional

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1. Contingent Reward 2. Management by Exception (active) 3. Management by Exception (passive) 4. Laissez-Faire

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Management by Exception (active)

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monitor and correct before deviation

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Management by Exception (passive)

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only monitor outcome, move in after the fact

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4 aspects of transformational leadership

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1. Idealized Influence 2. Inspirational Motivation 3. Intellectual Stimulation 4. Individualized Consideration

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Idealized influence

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Provides vision, instills pride in organization, gains follower respect and trust

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Inspirational Motivation

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Communicates high expectations for performance and provides meaning and challenge

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Intellectual Stimulation

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Promotes intelligence, rationality, careful problem solving with an emphasis on creativity and innovation

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Individualized Consideration

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Mentor, coach

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Full Range of Leadership Model combines what

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Combines transactional and transformational approaches

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Full Range of Leadership Model styles

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Leadership styles listed from passive to very active

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Leadership styles listed from passive to very active

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1. laissez-faire 2. management by exception 3. contingent reward 4. individualized consideration 5. intellectual consideration 6. intellectual stimulation 7. inpirational motivation 8. idealized influence

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The ineffective styles are mostly

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transactional

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Most effective form of leadership involves

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influencing followers to perform above expectation and transcend their self-interest for sake of organization

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Transformational Leadership effectivness (4)

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1. Higher satisfaction 2. Higher effort and individual performance 3. Lower turnover and absenteeism 4. Higher organizational-level performance

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Trust

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psychological state that exists when one agrees to make self vulnerable to another because one has positive expectations about how things are going to turn out

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primary attribute

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associated with leadership

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transformational training

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can train people to be more of a transformational leader

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3 characteristics of trustworthiness

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integrity benevolence ability

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individual difference variable of trust

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propensity of trust

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having trust leads to

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1. risk taking 2. information sharing 3. group effectiveness 4. productivity

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Trust Propensity

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how likely a particular employee is to trust a leade

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how do people trust more (2)

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1. time 2. more competent people

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Leaders who break the psychological contract with workers, find employees are ... (4)

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1. less satisfied and committed 2. higher turnover 3. lower OCB 4. lower performance

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2 functions of mentoring relationship

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career psychosocial

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career functions (5)

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1. lobbying to give challenging/visible assignments 2. coaching 3. exposure to influential individuals 4. sponsoring subord. for advances/promos 5. act as sounding board

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psychosocial functions (4)

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1. counseling to boost self confidence 2. share personal experience 3. friendship and acceptance 4. be role model

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Substitutes for Leadership

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Aspects of the work setting and the people involved that can reduce the need for a leader's personal involvement

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3 Possible leadership substitutes

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1. subordinate characteristics 2. task characteristics 3. organizational characteristics

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Subordinate characteristics

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professionalism, training/experience

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Task characteristics

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highly structured, automatic feedback

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Organizational characteristics

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group cohesiveness, explicit goals, rules and procedures

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conductor video: importance of contingency view

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1. no 1 correct style of leadership 2. all work well in some situations -ex: muti

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muti

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although initiated alot of structure, lacks consideration and therefore asked to resign because less consideration leads to less satisfaction even though structure lead to higher performance

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transactional conductor

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directive, less room for creativity

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conductor video: path goal

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some leadership styles (directive) are ineffective due to situational context aka expertise ability of subordinates

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conductor video: leader job

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set stage and enable other to perform well, allow for development/creativity

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conductor video: bernstien

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"doing without doing" calm and relaxed -- exercises control in a subtle way

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