Lecture 8 Leadership 090917 Rz

8/3/2019 Lecture 8 Leadership 090917 Rz

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8th lecture

Leadership

Prof. Dr. Robert J. Zaugg

[email protected]

Leadership

2Organizational Behavior Prof. Dr. Robert J. Zaugg

Learning Objectives

• Characterize the nature of leadership

• Trace the early approaches to leadership

• Discuss the emergence of situational theories and

models of leadership

• Discuss the path-goal theory of leadership• Describe Vroom’s decision tree approach to leadership

• Identify and describe contemporary situational theories

of leadership

• Discuss leadership through the eyes of followers

• Identify and describe alternatives to leadership

• Describe the changing nature of leadership

• Identify and discuss emerging issues in leadership



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Leadership


Early Approaches to Leadership

Behavioral Approaches to

Leadership

Attempts to identify behaviors

that differentiate effective

leaders from non-leaders

• The Michigan Studies

• The Ohio State Studies

• The Leadership Grid

Source: © Royalty-Free/Corbis

Leadership


Figure 12.1 Early Behavioral Approaches to Leadership



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Early Approaches to LeadershipBehavioral Approaches to Leadership

Early Studies: The Michigan Studies

• Results indicated existence of two fundamentalleader behaviors: Job-centered and Employee-centered.

• Job-centered behavior involves paying closeattention to the work of subordinates, explainingwork procedures, and demonstrating a stronginterest in performance.

• Employee-centered behavior involves attempting tobuild effective work groups with high performancegoals.

Leadership



Behavioral Approaches to Leadership

Early Studies: The Ohio State Studies

• Defined leader consideration and initiating-structurebehaviors as independent dimensions of leadership

• Consideration behavior involves being concernedwith subordinates’ feelings and respectingsubordinates’ ideas

• Initiating-structure behavior involves clearly definingthe leader-subordinate roles so that subordinatesknow what is expected of them



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Behavioral Approaches to Leadership

The Leadership Grid (formerly the Managerial Grid)

• Provides a means for evaluating leadership stylesand then training managers to move toward an idealstyle of behavior

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Figure 12.2 The Leadership Grid

The Leadership Grid Figure from Leadership Dilemmas: Grid Solutions by Robert R. Blake and Anne Adams McCanse.

(Formerly the Managerial Grid by Robert R. Blake and Jane S. Mouton) Houston: Gull Publishing Company, p. 29.

Copyright 1997 by Grid International, Inc. Reproduced by permission of the owners.



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The Emergence of Situational Leadership Models

Situational Models Assumptions

– Appropriate leader behavior varies from one situation to

another

– The goal is to identify key situational factors and to specify

how they interact to determine appropriate leader behavior

– The leadership continuum model by Robert Tannenbaum

and Warren H. Schmidt underlies research in this field

Leadership


Figure 12.3 Tannenbaum and Schmidt’s Leadership Continuum

An exhibit from “How to Choose a Leadership Pattern” by Robert Tannenbaum and Warren Schmidt, Harvard Business

Review (May-June 1973). Reprinted by permission of the Harvard Business Review. Copyright 1973 by the

President and Fellows of Harvard College; all rights reserved.



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Leadership


The LPC Theory of Leadership

• Contends that a leader’s effectiveness depends on thesituation

• Task versus Relationship motivation

• High LPC (Least Preferred Coworkers) leaders aremore concerned with interpersonal relationships

• Low LPC leaders are more concerned with taskrelevant problems

• Situational Favorableness

• Leader-member relations

• Task structure

• Leader position power

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Table 12.2 The LPC Theory of Leadership



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Figure 13.1 The Leader-Member Exchange (LMX) Model

Leadership


Contemporary Situational Theories

The Hersey and Blanchard Model

– Suggest that leader behaviors should vary in response

to the readiness of followers

– As follower readiness improves, the leader’s basic stylealso should change



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Leadership


by Robert Goffee and Gareth Jones

Harvard Business Review, September-October 2000.

Characteristics of successful leaders:

• They selectively show their weaknesses. By exposing some

vulnerability, they reveal their approachability and humanity.

• They rely heavily on intuition to gauge the appropriate timing and course

of their actions. Their ability to collect and interpret soft data helps them

know just when and how to act.

• They manage employees with something we call tough empathy.

Inspirational leaders empathize passionately—and realistically—withpeople, and they care intensely about the work employees do.

• They reveal their differences. They capitalize on what's unique about

themselves.

Why Should Anyone Be Led by You?

Leadership


Leadership Through the Eyes of Followers

Transformational Leadership

– The set of abilities that allows the leader to recognize the

need for change, to create a vision to guide that change,

and to execute the change effectively.



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Charismatic Leadership

– Charisma is an individual characteristic of the leader which

inspires support and acceptance

– Leadership is based on the leader’s personal charisma

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Figure 13.3 The Charismatic Leader

David A. Nadler and Michael L. Tushman, “Beyond the Charismatic Leader: Leadership and Organizational Change,”

California Management Review , Winter 1990, pp. 70-97.



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Attributions of Leadership

– Holds that when behaviors are observed in a context

associated with leadership, others may attribute

varying levels of leadership ability or power to the

person displaying those behaviors

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Alternatives to Leadership

• Leadership Substitutes: Individual, task, and

organizational characteristics that tend to outweigh the

leader’s ability to affect subordinates’ satisfaction and

performance

• Leadership Neutralizers: Factors that render ineffective a

leader’s attempts to engage in various leadership

behaviors



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Leadership


Emerging Issues in Leadership

Strategic Leadership

The capability to:

– understand the complexities of both the organization and

its environment.

– lead change in the organization so as to achieve and

maintain a superior alignment between the organization

and its environment.

Managerial requirements

– Thorough/complete understanding of the organization. – Firm grasp of the organization’s environment.

– Awareness of the firm’s alignment with the environment.

– Ability to improve the alignment.

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Ethical Leadership

– Increasing environmental pressure for stronger

corporate governance models.

– Increasing pressure for high ethical standards for

leadership positions. – Increasing pressure to hold leaders accountable for

their actions.



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Virtual Leadership

– Leadership and mentoring change as personal contact

moves virtual.

– Nonverbal communication becomes difficult.

– Written communication through email takes on a more

important role for conveying appreciation, reinforcement,

constructive feedback.

– Face-to-face leadership skills become critical as the

opportunities decrease for direct contact.

Lecture 8 Leadership 090917 Rz

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