Copyright © 2015 Pearson Education,...

Copyright © 2015 Pearson Education, Inc.

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Chapter 12: Leadership

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Learning Objectives A1er studying this chapter, you should be able to: Ø Contrast leadership and management. Ø Summarize the conclusions of trait theories of leadership. Ø IdenAfy the central tenets and main limitaAons of behavioral theories.

Ø Assess conAngency theories of leadership by their level of support.

Ø Contrast charisma(c and transforma(onal leadership. Ø Define authen(c leadership. Ø Demonstrate the role mentoring plays in our understanding of leadership.

Ø Address challenges to the effecAveness of leadership. 12-3


Contrast Leadership and Management

Ø Leadership is the ability to influence a group toward the achievement of a vision or set of goals. Ø Not all leaders are managers, nor are all managers leaders.

Ø NonsancAoned leadership is o1en as important or more important than formal influence.

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Contrast Leadership and Management

Ø Strong leadership and strong management are needed for opAmal effecAveness.

Ø Leaders: Ø Challenge the status quo. Ø Create visions of the future. Ø  Inspire organizaAonal members to want to achieve

the visions. Ø Managers: Ø Formulate detailed plans. Ø Create efficient organizaAonal structures. Ø Oversee day-‐to-‐day operaAons.

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Ø Trait theories of leadership focus on personal qualiAes and characterisAcs. Ø The search for personality, social, physical, or intellectual aPributes that differenAate leaders from non-‐leaders goes back to the earliest stages of leadership research.

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Summarize the Conclusions of Trait Theories of Leadership


Ø A breakthrough came when researchers began organizing traits around the Big Five personality framework.

Ø Most of the dozens of traits in various leadership reviews fit under one of the Big Five, giving strong support to traits as predictors of leadership.

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Ø The trait approach does have something to offer. Ø Good leaders: Ø Like being around people. Ø Are able to assert themselves (extraverted). Ø Are disciplined and able to keep commitments they make (conscienAous).

Ø Are creaAve and flexible (open).

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Ø Another trait that may indicate effecAve leadership is emoAonal intelligence (EI).

Ø Advocates of EI argue that without it, a person can have outstanding training, a highly analyAcal mind, a compelling vision, and an endless supply of terrific ideas, but sAll not make a great leader.

Ø A core component of EI is empathy.

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Ø Conclusions based on the latest findings: Ø Contrary to what we believed 20 years ago, and thanks to the Big Five, we can say that traits can predict leadership.

Ø Traits do a bePer job predicAng the emergence of leaders and the appearance of leadership than actually disAnguishing between effecAve and ineffecAve leaders.

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Ø Behavioral theories of leadership imply we can train people to be leaders.

Ø Ohio State Studies found two behaviors that accounted for most leadership behavior: Ø Ini5a5ng structure – the extent to which a leader is likely to define and structure his role and those of employees in the search for goal aPainment.

Ø Considera5on – the extent to which a person’s job relaAonships are characterized by mutual trust, respect for employees’ ideas, and regard for their feelings.

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Identify the Central Tenets and Main Limitations of Behavioral Theories


Identify the Central Tenets and Main Limitations of Behavioral Theories Ø University of Michigan’s objecAves also idenAfied two behavioral types: Ø The employee-‐oriented leader emphasized interpersonal relaAonships by taking a personal interest in the needs of employees and accepAng individual differences among them.

Ø The produc5on-‐oriented leader emphasized the technical or task aspects of the job, focusing on accomplishing the group’s tasks.

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Ø The GLOBE study suggests there are internaAonal differences in preference for iniAaAng structure and consideraAon. Ø Based on the values of Brazilian employees, a U.S. manager leading a team in Brazil would need to be team oriented, parAcipaAve, and humane. Leaders high in consideraAon would succeed best in this culture.

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Ø Summary of Trait Theories and Behavioral Theories Ø Leaders who have certain traits and who display consideraAon and structuring behaviors do appear to be more effecAve.

Ø Traits and behaviors do not guarantee success. Ø Context maPers, too.

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Assess Contingency Theories of Leadership By Their Level of Support

Ø The Fiedler con5ngency model Ø A key factor in leadership success is the individual’s leadership style. Ø Least preferred co-‐worker (LPC) ques5onnaire. Ø Task or relaAonship oriented. Ø Assumes leadership style is fixed.

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Ø Defining the SituaAon Ø ConAngency dimensions:

1.  Leader-‐member relaAons 2.  Task structure 3.  PosiAon power

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Ø EvaluaAon of the Fiedler model Ø Considerable evidence to support at least substanAal parts of the model.

Ø Problems with the pracAcal use of the model. Ø Logic underlying the LPC is not well understood.

Ø LPC scores are not stable. Ø ConAngency variables are complex and difficult for pracAAoners to assess.

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Ø Other ConAngency Theories Ø Situa5onal leadership theory (SLT) is a conAngency theory that focuses on the followers. Ø Successful leadership is achieved by selecAng the right leadership style, which is conAngent on the level of the followers’ readiness.

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Ø Path-‐goal theory, developed by Robert House: Ø One of the most respected approaches to leadership.

Ø ConAngency model of leadership that extracts key elements from the Ohio State leadership research on iniAaAng structure and consideraAon and the expectancy theory of moAvaAon.

Ø Derived from belief that effecAve leaders clarify the path to help followers achieve work goals.

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Ø Vroom & YePon’s leader-‐par5cipa5on model relates leadership behavior and parAcipaAon in decision making. Ø Leader behavior must adjust to reflect the task structure.

Ø Model is normaAve – it provides a decision tree of seven conAngencies and five leadership styles for determining the form and amount of parAcipaAon in decision making.

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Contrast Charismatic and Transformational Leadership



Ø Are CharismaAc Leaders Born or Made? Ø Some individuals are born with charismaAc traits, others are trained to exhibit charismaAc behaviors. Ø Develop the aura of charisma by maintaining an opAmisAc view, using passion as a catalyst for generaAng enthusiasm, and communicaAng with the whole body, not just with words.

Ø Create a bond that inspires others to follow. Ø Bring out the potenAal in followers by tapping into their emoAons.

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Ø How CharismaAc Leaders Influence Followers Ø ArAculaAng an appealing vision. Ø Developing a vision statement. Ø Establishing a new set of values. Ø Conveying courage and convicAon about the vision.

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Ø Does EffecAve CharismaAc Leadership Depend on the SituaAon? Ø People are especially recepAve when they sense a crisis, when they are under stress, or when they fear for their lives.

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Ø The Dark Side of CharismaAc Leadership Ø Many leaders have allowed their personal goals to override the goals of the organizaAon. Ø Individuals who are narcissisAc are also higher in some behaviors associated with charismaAc leadership.

Ø Some charismaAc leaders are too successful at convincing followers to pursue a vision that can be disastrous.

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Ø How TransformaAonal Leadership Works Ø CreaAvity – theirs and others. Ø DecentralizaAon of responsibility. Ø Propensity to take risks. Ø CompensaAon is geared toward long-‐term results.

Ø Greater agreement among top managers about the organizaAon’s goals.

Ø Increase follower self-‐efficacy, giving the group a “can do” spirit.

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Ø EvaluaAon of TransformaAonal Leadership Ø TransformaAonal leadership has been supported at diverse job levels and occupaAons, but isn’t equally effecAve in all situaAons. Ø It has a greater impact on the boPom line in smaller, privately held firms than in more complex organizaAons.

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Ø The GLOBE study of 18,000 leaders from 825 organizaAons in 62 countries links a number of elements of transformaAonal leadership with effecAve leadership, regardless of country. Ø Very important because it disputes the conAngency view that leadership style needs to adapt to cultural differences.

Ø Universal elements are vision, foresight, providing encouragement, trustworthiness, dynamism, posiAveness, and proacAveness.

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DeBine Authentic Leadership Ø What is AuthenAc Leadership? Ø Authen5c leaders:

Ø Know who they are. Ø Know what they believe in and value. Ø Act on those values and beliefs openly and candidly.

Ø The result: people come to have faith in them.

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DeBine Authentic Leadership

Ø Ethical Leadership Ø Ethics touches on leadership at a number of junctures.

Ø Efforts have been made to combine ethical and charismaAc leadership into an idea of socialized charisma5c leadership – leadership that conveys other-‐centered values by leaders who model ethical conduct.

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Ø Servant Leadership Ø Servant leaders go beyond their self-‐interest and instead focus on opportuniAes to help followers grow and develop. Ø Emphasize persuasion.

Ø CharacterisAc behaviors include listening, empathizing, persuading, accepAng stewardship, and acAvely developing followers’ potenAal.

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Ø Trust and Leadership Ø Trust – a psychological state that exists when you agree to make yourself vulnerable to another because you have posiAve expectaAons about how things are going to turn out. Ø A primary aPribute associated with leadership. Ø When trust is broken, it can have serious adverse effects on a group’s performance.

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DeBine Authentic Leadership Ø Trust as a Process Ø Trust propensity – how likely a parAcular employee is to trust a leader. Ø Time: we come to trust people based on observing their behavior over Ame.

Ø Can also be won by demonstraAng competence. Ø Leaders who break the psychological contract with workers, demonstraAng they aren’t trustworthy, will find employees are less saAsfied and less commiPed, have higher intenAons to turnover, engage in less ciAzenship behavior, and have lower task performance.

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DeBine Authentic Leadership Ø What Are the Consequences of Trust? Ø Trust encourages taking risks. Ø Trust facilitates informaAon sharing. Ø TrusAng groups are more effecAve. Ø Trust enhances producAvity.

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Demonstrate the Role Mentoring Plays in our Understanding of Leadership

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Address Challenges to the Effectiveness of Leadership

Ø Much of an organizaAon’s success or failure is due to factors outside the influence of leadership. Ø In many cases, success or failure is just a maPer of being in the right or wrong place at a given Ame.

Ø The aGribu5on theory of leadership says leadership is merely an aPribuAon people make about other individuals.

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Ø Online Leadership Ø Needs more research. Ø Today’s managers and employees are increasingly

linked by networks rather than geographic proximity. Ø Online leaders have to think carefully about what acAons they want their digital messages to iniAate.

Ø Iden5fica5on-‐based trust is difficult to achieve without face-‐to-‐face interacAon.

Ø WriAng skills are likely to become an extension of interpersonal skills.

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Ø SelecAng Leaders Ø IdenAfying effecAve leaders:

Ø Review specific requirements for the posiAon. Ø Consider personality tests to idenAfy leadership traits.

Ø SituaAon-‐specific experience is relevant. Ø Plan for a change in leadership.

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Ø Training Leaders Ø Leadership training is likely to be more successful

with high self-‐monitors. Ø Teach implementaAon skills. Ø Teach trust building, mentoring, and situaAonal-‐

analysis. Ø Behavioral training through modeling exercises can

increase an individual’s charismaAc leadership qualiAes.

Ø Review leadership a1er key organizaAonal events. Ø Train in transformaAonal leadership skills.

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Implications for Managers Ø For management posiAons, hire candidates who exhibit transformaAonal leadership qualiAes and who have demonstrated vision and charisma.

Ø Tests and interviews can help you idenAfy people with leadership qualiAes.

Ø Hire candidates whom you believe are ethical and trustworthy for management roles and train current managers in your organizaAon’s ethical standards in order to increase leadership effecAveness.

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Implications for Managers Ø Seek to develop trusAng relaAonships with followers because, as organizaAons have become less stable and predictable, strong bonds of trust are replacing bureaucraAc rules in defining expectaAons and relaAonships.

Ø Consider invesAng in leadership training such as formal courses, workshops, rotaAng job responsibiliAes, coaching, and mentoring.

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