LEADERSHIP MGMT 371 CHAPTER 14. LEADERSHIP DefineDefine Trait and Behavioral TheoriesTrait and...
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Transcript of LEADERSHIP MGMT 371 CHAPTER 14. LEADERSHIP DefineDefine Trait and Behavioral TheoriesTrait and...
LEADERSHIPLEADERSHIP
MGMT 371MGMT 371
CHAPTER 14CHAPTER 14
LEADERSHIPLEADERSHIP
• DefineDefine• Trait and Behavioral TheoriesTrait and Behavioral Theories• Situational TheoriesSituational Theories• Transactional vs. TransformationalTransactional vs. Transformational• Contemporary modelsContemporary models• Leaders on leadershipLeaders on leadership• Million dollar questions Million dollar questions
Trait and Behavioral Trait and Behavioral PerspectivesPerspectives
• Trait TheoryTrait Theory– Leadership prototypesLeadership prototypes– Gender researchGender research
• Behavioral Styles TheoryBehavioral Styles Theory– Ohio State StudiesOhio State Studies– Michigan StudiesMichigan Studies– Leadership GridLeadership Grid– ImplicationsImplications
• The Ohio State Studies:The Ohio State Studies: identified two critical identified two critical dimensions of leader behavior.dimensions of leader behavior.– Consideration: Consideration: creating mutual creating mutual
respect and trust with followers.respect and trust with followers.– Initiating structure: Initiating structure:
organizing and defining what organizing and defining what group members should be doing.group members should be doing.
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Behavioral Styles Theory
McGraw-Hill/Irwin
• University of Michigan StudiesUniversity of Michigan Studies– identified two leadership styles—employee- identified two leadership styles—employee-
centered and job-centered--similar to the centered and job-centered--similar to the Ohio State studiesOhio State studies
• The Leadership Grid The Leadership Grid ©© – Five leadership styles—combinations of Five leadership styles—combinations of
concern for production and concern for concern for production and concern for peoplepeople• Impoverished managementImpoverished management• Country club managementCountry club management• Authority-complianceAuthority-compliance• Middle-of-the-road managementMiddle-of-the-road management• Team managementTeam management
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Behavioral Styles Theory (Cont.)
McGraw-Hill/Irwin
•Situational theories: Leader Leader styles should match the situationstyles should match the situation
•Fiedler’s Contingency Model– The performance of a leader The performance of a leader
depends on two interrelated depends on two interrelated factors:factors:• Degree the situation gives the leader Degree the situation gives the leader
control and influencecontrol and influence• Leader’s motivationLeader’s motivation
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Situational Theories
McGraw-Hill/Irwin
McGraw-Hill/Irwin .
Representation of Fiedler’s Contingency Model
McGraw-Hill
SituationalControl
High ControlSituations
Moderate Control Situations
Low Control Situations
Leader-memberrelations
Task Structure
Position Power
Good Good Good
High High Low
Strong Weak Strong
Good Poor Poor
Low High High
Weak Strong Weak
Poor Poor
Low Low
Strong Weak
Situation I II III IV V VI VII VIII
Optimal Leadership
Style
Task Motivated Leadership
Relationship Motivated
Leadership
Task Motivated
Leadership
SituationalLeadership Model
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
SellingS2
Explain decisions and provide opportunity for
clarification
ParticipatingS3
Share ideas andfacilitate in
decision making
Follower-Directed Leader-DirectedFollower-Directed Leader-Directed
LowLow
LowLow
HighHigh
HighHigh
Leader BehaviorLeader Behavior
Task BehaviorTask Behavior
Follower ReadinessFollower ReadinessHighHigh Moderate Moderate Low Low R4 R4 R3 R3 R2 R2 R1R1
Rel
ati
on
ship
Beh
avio
rR
ela
tio
nsh
ip B
ehav
ior
(su
pp
ort
ive
beh
avi
or)
(su
pp
ort
ive
beh
avi
or)
DelegatingS4
Turn overresponsibility for
decisions andimplementation
TellingS1
Provide specificinstructions and closelysupervise performance
McGraw-Hill/Irwin
• Path-goal clarifying behaviors• Achievement-oriented behaviors• Work facilitation behaviors• Supportive behaviors• Interaction facilitation behaviors• Group-oriented decision-making
behaviors• Representation and networking
behaviors• Value-based behaviors
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Categories of Leader Behavior withinthe Revised Path-Goal Theory
McGraw-Hill/Irwin
Transactional vs. Transactional vs. Transformational Transformational
LeadershipLeadership• Transactional leadershipTransactional leadership• Transformational leadershipTransformational leadership
– Individual & org characteristicsIndividual & org characteristics– Leader behaviorsLeader behaviors– Effects on followersEffects on followers– OutcomesOutcomes
• What does it mean?What does it mean?
Contemporary ModelsContemporary Models
• Leader-Member Exchange ModelLeader-Member Exchange Model– in-group exchange: a partnership characterized
bymutual trust, respect and liking
– out-group exchange: a partnership characterized bya lack of mutual trust, respect and liking
• Shared leadershipShared leadership• Servant leadershipServant leadership• Level 5 leadershipLevel 5 leadership
Characteristics of Servant Leadership
Rely more on persuasion than positional authority when trying to influence others
Persuasion
Characteristics
Awareness Self-aware of strengths and challenges
Healing Make others whole in the face of failures and suffering
EmpathyEmpathy Empathize with others’ needs and feelings
Listening Listening to identify and clarify needs and desires of a group
DescriptionDescription
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
Characteristics of Servant Leadership (Cont.)
Strive to develop a “we” cultureBuilding community
Characteristics
Commitment to followers’ growth
Committed to followers’ future
Stewardship Stewards of their followers
Vision Foresee future outcomes related to decisions, actions
Conceptualization
Servant leaders take the time and effort to develop broader based conceptual thinking
Description
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
The Level 5 Hierarchy
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Level 4: Effective Leader
Level 3: Competent Manager
Level 2: Contributing Team Member
Level 5: Executive
Level 1: Highly Capable Individual
McGraw-Hill/Irwin
• Men tend to display more task leadership; women more social leadership
• Women tend to be more democratic and participative. Men tend to be more autocratic and directive.
• Men and women were equally assertive
• Study: female executives, rated 360 degrees, scored higher on a variety of effectiveness criteria
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Gender and Leadership
McGraw-Hill/Irwin
Leaders on LeadershipLeaders on Leadership
• Jack WelchJack Welch::– Leaders relentlessly upgrade their team, Leaders relentlessly upgrade their team,
using every encounter to evaluate, using every encounter to evaluate, coach build confidence.coach build confidence.
– Make sure everyone sees the vision, Make sure everyone sees the vision, lives it and breathes it.lives it and breathes it.
– Exude positive energy and optimism.Exude positive energy and optimism.– Establish trust with candor, Establish trust with candor,
transparency and credit.transparency and credit.
Leaders on LeadershipLeaders on Leadership
• Jack WelchJack Welch::– Have the courage to make unpopular Have the courage to make unpopular
decisions and gut calls.decisions and gut calls.– A leader’s job is to have all the A leader’s job is to have all the
questions. Have undying curiosity.questions. Have undying curiosity.– Model risk-taking and learning.Model risk-taking and learning.– Celebrate employee achievement!Celebrate employee achievement!
Leaders on LeadershipLeaders on Leadership
• Rudy GiulianiRudy Giuliani::– Leaders are made.Leaders are made.– Develop and communicate strong Develop and communicate strong
beliefs.beliefs.– Be optimistic.Be optimistic.– Be courageous; manage fear.Be courageous; manage fear.– Be ethical.Be ethical.– Prepare relentlessly.Prepare relentlessly.– Surround yourself with great people.Surround yourself with great people.
Leaders on LeadershipLeaders on Leadership
• Rudy GiulianiRudy Giuliani::– Be a good communicator.Be a good communicator.– Enjoy people; use humor.Enjoy people; use humor.– We mentality: “Come with us.”We mentality: “Come with us.”
1. Leadership development is a key business strategy
2. Leadership excellence is a definable set of standards
3. People are responsible for their own development
4. Leaders are developed primarily on the job5. People are an asset6. HR is vital to the success of leadership
development
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Leaders on Leadership: Johnson & Johnson’s Seven Guiding Principles
McGraw-Hill/Irwin
And the Million Dollar And the Million Dollar Questions….Questions….
• Are leaders born or made?Are leaders born or made?• Can we teach leadership?Can we teach leadership?• Which theory is the best?Which theory is the best?• What can we learn from Katrina? What can we learn from Katrina? • When is leadership not needed?When is leadership not needed?