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Transcript of Chapter 17 Leadership What Does Leadership What Does Leadership Involve? Involve? Trait Behavioral...
Chapter
17 LeadershipLeadership
What Does LeadershipWhat Does Leadership
Involve?Involve? Trait Behavioral Trait Behavioral TheoriesTheories
of Leadershipof Leadership Situational TheoriesSituational Theories From Transactional toFrom Transactional to
Charismatic Charismatic LeadershipLeadership Additional Perspectives Additional Perspectives on on
LeadershipLeadership
Leadership
Leadership influencing employees to voluntarily pursue organizational goals
17-2
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Leaders Vs. Managers
Innovate Develop Inspire Long-term view Ask what and why Originate Challenge the status
quo Do the right thing
Administer Maintain Control Short-term view Ask how and when Initiate Accept the status quo Do things right
LeadersLeaders ManagersManagers
17-3Table 17-1
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Historic Vs. Contemporary Trait Theories of Leadership
Intelligence Dominance Self-confidence Level of energy and
activity Task-relevant knowledge
people tend to perceive that someone is a leader when he or she exhibits traits associated with intelligence, masculinity, and dominance
people want their leaders to be credible
credible leaders are honest, forward-looking, inspiring, and competent
Stogdill’s and Mann’s Stogdill’s and Mann’s FindingsFindings
Contemporary Trait Contemporary Trait ResearchResearch
17-4
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Behavioral Theories
Ohio State studiesInitiating structureConsideration
Michigan State studiesJob-centeredEmployee-centered
Four Leadership Styles Derived from the Ohio State Studies
Low HighInitiating Structure
Low
High
Con
sid
era
tion Low Structure, High
ConsiderationHigh Structure, High
Consideration
Low Structure, Low Consideration
High Structure, Low Consideration
17-8Figure 17-2
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Contingency Theories
Also known as Situational TheoriesThe effectiveness of a style of leader
behavior depends on the situation
Representation of Fiedler’s Contingency Model
Situational Control
High Control Situations Moderate Control Situations
Low Control Situations
Leader-member relations
Good Good Good Good Poor Poor Poor Poor
Task Structure High High Low Low High High Low Low
Position Power
Strong Weak Strong Weak Strong Weak Strong Weak
Situation I II III IV V VI VII VIII
Optimal Leadership Styles
Task-motivated Leadership
Relationship-Motivated Leadership
Task-Motivated Leadership
17-10Figure 17-4
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
House’s Revised Path-Goal Theory
Leader Behaviors Path-goal clarifying Achievement oriented Work facilitation Supportive Interaction facilitation Group oriented-
decision making Representation and
networking Value based
Employee Characteristics
Locus of control Task ability Need for achievement Experience Need for clarity
Environmental Factors
Task structure Work group dynamics
Leadership Effectiveness
Employee motivation Employee satisfaction Employee performance Leader acceptance Work-unit performance
17-11Figure 17-5
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Leader Behaviors
Leadership Effectiveness
Environmental Factors
Employee Characteristics
Hersey and Blanchard’s Situational Leadership Theory
Appropriate leadership style is determined by follower readiness Follower readiness is determined by followers’ ability
and willingness to perform the task
Transactional Vs. Charismatic Leadership
Transactional Leadership focuses on interpersonal interactions between managers and employees Leader uses contingent Leader uses contingent
rewards to motivaterewards to motivate Leaders exert Leaders exert
corrective action when corrective action when subordinates fail to subordinates fail to meet performance meet performance goalsgoals
Charismatic Leadership transforms employees to pursue organizational goals over self-interest Create, communicate, Create, communicate,
model visionmodel vision Inspire employees to Inspire employees to
strive toward visionstrive toward vision
17-13
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Charismatic Model of Leadership
Leader behavior
Leader establishes a vision
Leader establishes high performance expectations and displays confidence in him/herself and the collective ability to realize the vision
Organizational culture
Adaptive
Effects on followers and work groups
Increased intrinsic motivation, achievement orientation, and goal pursuit Increased identification with the leader and the collective interests of organizational members Increased cohesion among workgroup members
Outcomes
Personal commitment to leader and vision
Self-sacrificial behavior
Organizational commitment
17-14Figure 17-7
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Charismatic Model of Leadership
Leader behavior
Leader models the desired values, traits, beliefs, and behaviors needed to realize the vision
Effects on followers and work groups
Increased self- esteem, self- efficacy,and intrinsic interests in goal accomplishment Increased role modeling of charismatic leadership
Outcomes
Task meaningfulness and satisfaction
Increased individual, group, and organizational performance
Organizational culture
17-15Figure 17-7 cont.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Research and Managerial Implications
Charismatic leadership is most likely to be effective when The situation offers opportunities for “moral”
involvement Performance goals cannot be easily
established or measured Extrinsic rewards cannot be clearly linked to
individual performance There are few situational cues or constraints
to guide behavior Exceptional effort, behavior, sacrifices, and
performance are required of both leader and follower
17-16
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
The Leader-Member Exchange (LMX Model)
This model is based on the idea that one of two distinct types of leader-member exchange relationships evolve, and these exchanges are related to important work outcomes. In-group exchange: a partnership
characterized by mutual trust, respect and liking
Out-group exchange: a partnership characterized by alack of mutual trust, respect and liking
17-17
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Tips for Improving the Quality of LMX
New employees should offer their loyalty, support, and cooperativeness to their manager
If you are an out-group member, either accept the situation, try to become an in- group member by being cooperative and loyal or quit
Managers should consciously try to expand their in-groups
Managers need to give employees ample opportunity to prove themselves
17-19
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Leadership substitutes influence employee performance when leader cannot
Leadership enhancers make leadership more effective
Leadership neutralizers diminish leader’s ability to influence
Substitutes of Leadership
Characteristic
Relationship-Oriented or Considerate Leader Behavior is Unnecessary
Task-Oriented or Initiating Structure Leader Behavior is Unnecessary
Of the Subordinate
1) Ability, experience, training, knowledge
X
2) Need for independence X X
3) “Professional” orientation X X
4) Indifference toward organizational rewards
X X
17-20Table 17-4
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Substitutes of Leadership
Characteristic
Relationship-Oriented or Considerate Leader Behavior is Unnecessary
Task-Oriented or Initiating Structure Leader Behavior is Unnecessary
Of the Task
5) Unambiguous and routine X
6) Methodically invariant X
7) Provides its own feedback concerning accomplishment
X
8) Intrinsically satisfying X
17-21Table 17-4 cont.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Substitutes of Leadership
Characteristic
Relationship-Oriented or Considerate Leader Behavior is Unnecessary
Task-Oriented or Initiating Structure Leader Behavior is Unnecessary
Of the Organization
9) Formalization X
10) InflexibilityX
11) Highly specified and active advisory and staff functions
X
12) Closely knit, cohesive work groups
X X
17-22Table 17-4 cont.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Substitutes of Leadership
Characteristic
Relationship-Oriented or Considerate Leader Behavior is Unnecessary
Task-Oriented or Initiating Structure Leader Behavior is Unnecessary
Of the Organization Cont.
13) Organizational rewards not within the leader’s control
X X
14) Spatial distances between superior and subordinates
XX
17-23Table 17-4 cont.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.