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Copyright 2011 by the McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/I rwin
Leadership
Chapter 15
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Learning Objectives
Define the term leadership Discuss the trait approach to leadership
Describe two major behavior approaches to
leadership
Explain what situational approaches are and
describe several significant ones
Identify a number of substitutes for leadership
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Introduction
Research focuses on two
key leadership issues
Why some organizational members
become leaders, while others do not
Why some leaders are successful,while others are not
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What is Leadership?
There is no consensus on what leadership is Leadership qualities important in one situation
may not be required in another
Variables with which every leader must deal The people who are being led
The task the people are performing
The environment in which the people andtask exist
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What is Leadership?
The process of influencing others to facilitate
the attainment of the organizations goals
A formal leadership
position is not
needed to exertleadership behavior
Informal leaders can
be just as important
to a groups success
as is the formal
leader
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What is Leadership?
Virtually all leaders of effective groups
Provide direction and meaning to followers
Generate trust
Favor action and risk taking
Are purveyors of hope
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Is Leadership Important?
Leaders can make a difference in endresults
The specific behaviors used to do this areambiguous
Evidence of the effect of leadership onperformance is modest
Even at the highest levels, leaders do not
have unilateral control over resources andexternal factors
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Is Leadership Important?
Self-managing teams
Empowerment teams
Bosses are often replaced with teams, but
no successful team is without leadership
Autonomous work groups
No successful team is without leadership
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Trait Approaches
The trait theory of leadership
An attempt to identify specific characteristicsassociated with leadership success
Characteristics can be physical, mental, orpersonality
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Trait Approaches
Intelligence
Physical Characteristics
Personality
Supervisory Ability
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Trait Approaches
Trait test scores arent consistently
predictive of leader effectiveness
Leadership traits dont operate singly,but in combination
The list of important traits is endless
Patterns of effective behavior depend
largely on the situation
Reasons For Trait Theory Contradictory
Research Findings
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Behavioral Approaches
Employee-centered
Leaders
Focus on the people
doing the work
Delegate decision
making
Satisfy employeeneeds
Creative a supportive
work environment
Job-centeredLeaders
Focus on completingthe task
Use close supervisionto ensure subordinatesperform tasks usingspecified procedures
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Initiating Structure and Consideration
Initiating structure The leader organizes and defines relationships
in the group
Establishes well-defined patterns and channels
of communication
Spells out ways of getting the job done
Consideration
Behavior indicating friendship, trust, respect,
warmth, and rapport between leaders and
followers
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Initiating Structure and Consideration
The linkage between consideration andinitiating structure is complex
Those scoring high on initiating structure had
more employee grievances, but received higher
proficiency ratings
Those with a high consideration score received
lower proficiency ratings, but had fewer
subordinate absences
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Trait and Behavioral Approaches
Behaviors and
characteristics, helpful or
essential in some
situation, are
unimportant in others
These approaches fail to
consider the interaction
among people, tasks,
and environments
Trait and behavioral approach shortcomings
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Situational Approaches
Each model has
its advocates
Each tries toidentify the
leaderbehaviors most
appropriate fora series ofsituations
Each tries toidentify the
leader-situationpatterns or
interactions foreffective
leadership
Situational theories suggest that leadership
effectiveness is a function of the situation
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Situational Approaches
Contingency Leadership Model (Fiedler) Group performance depends on the interaction
between leadership style and situational
favorableness
Leadership style measured by the Least-
Preferred Coworker Scale (LPC)
Situational favorableness
Leader-member relations
Task structure
Position Power
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Summary of Fielders Variables & Styles
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Leadership Actions to Change Situations
To modify leader-member relations Request particular people for work in the group
Transfer subordinates out of the unit
Volunteer to direct difficult or troublesomesubordinates
To modify task structure
Introduce new or unusual tasks/problems Break jobs down into smaller subtasks that
can be more highly structured
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Leadership Actions to Change Situations
To modify position power
Show subordinates who is boss by exercisingfully the authority you have
Make sure that information to the group gets
channeled through you
Let subordinates participate in planning and
decision making
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Vroom-Jago Leadership Model
Key Components of the Vroom-Jago Model
Specifies the
criteria by
which
decision
effectiveness
is judged
Frameworkfor
describing
specific
leaderbehaviors or
styles
Diagnosticvariables
that describe
key aspects
of theleadership
situation
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Vroom-Jago Leadership Model
Decision effectiveness is based on decisionquality and subordinate commitment
Decision quality: the extent to which the decision
impacts job performance
Subordinate commitment: how important it is
that subordinates be committed to or accept the
decision
May also be influenced by time constraints
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Vroom-Jago Decision Styles
Delegated
Autocratic Group
Consultative
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Vroom-Jago Diagnostic Procedure
Perform a situational diagnosis by askinga series of questions
How important is the technical quality of the
decision?
How important is subordinate commitment to
the decision?
Do you have sufficient information to make a
good decision? Is the problem well structured?
And so on
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Path-Goal Leadership Model
Leaders are effective because of theirpositive impact on followers
Motivation, ability to perform, and satisfaction
Leaders influence followers perceptions of Work goals
Self-development goals
Paths to goal attainment
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Path-Goal Leadership Model
Leader Behavior
Directive
Supportive
Participative
Achievement-
oriented
Situational Variables
Personal
characteristicsof subordinates
Environmental
pressures and
demands
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Revised Path-Goal Leadership Perspective
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Situational Leadership Theory
Hersey and Blanchard developed anappealing situational leadership theory
Advocates that managers understand their
own behavior
Emphasizes followers and their level of maturity
Leaders must use a leadership style that
matches the followers maturity level
Job readiness
Psychological readiness
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Situational Leadership Theory
ProposedLeadership
Styles
Telling
Selling Participating
Delegating
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Situational Leadership Theory
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Comparing Situational Approaches
Similarities between the situational
leadership models
All focus on the dynamics of leadership
All have stimulated research on leadership
All remain controversial because of
measurement problems, limited research
testing, or contradictory research results
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Comparing Situational Approaches
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Other Perspectives, Concepts, Issues of Leadership
Charismatic Leaders
John F. Kennedy, Winston Churchill, Sam Walton, and
Walt Disney were charismatic leaders
Charisma enables leaders to motivate followers
to achieve outstanding performance People who take on hero qualities gain charisma
A charismatic leader creates motivation based on an
emotional commitment to, and identity with, his/her
vision, philosophy, and style
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Defining Charismatic Leadership
Charisma
Greek word meaning gift
Combination of charm and
personal magnetism
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Two Types of Charismatic Leaders
Visionary
Through
communicationability, linksfollowers needsand goals to job ororganizational
long-term goalsand possibilities
Crisis-Based
Focus is on the
short-termHas an impact insituations whereexisting resources,
knowledge, andprocedures areinadequate
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Transactional Leadership
Helps followers
identify what must
be done to achieve
desired results
Takes followers
self-concept and
esteem needs into
consideration
Uses path-goal
concepts
Relies on contingent
rewards and
management by
exception
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Transactional Leadership
Transactional leadership is not often found
in organizational settings
The majority of workers do not feel that good
pay is contingent on good performance
Leaders must learn to
Understand what employees want
Administer rewards in a timely manner
Emphasize the pay-performance link
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Transactional Leadership
Th T f i l L d
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The Transformational Leader
Goals instead of short-termself-interest
Achievement and self-actualizationinstead of security
Motivates followers to work for
The employees reward is internal
Th T f ti l L d
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The Transformational Leader
To achieve their vision, transformational
leaders make major changes in the
Mission
Way of doing business
Human resource management
Philosophy, system, and culture of an
organization
Th T f ti l L d
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The Transformational Leader
Bass identified five factors that describe
transformational leaders
Charisma(transformational)
Individual attention(transformational)
Intellectual stimulation(transformational)
Contingent reward(transactional)
Management by exception(transactional)
C hi
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Coaching
Everyday interaction of helping anotheremployee improve his or her understanding
of the work in order to improve performance
C h
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Coaches
Comes in all
varieties
Knows reward-
performance
feedback
Leader skills,
experience,
abilities
Arent always
linked to
seniority
Talent for
observing and
decision making
Nonjudgmental
Exceptional
communication
ability
C hi
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Coaching
Coaching hints
Observe the detail
Develop the persons strengths
Work to improve people, not change them
Require continual improvement
Pace the person
Believe you can be the best
R d d C hi T h i
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Recommended Coaching Techniques
Practice active listening
Support learning with action & reflection
Move from easy to hard skills
Set goals
Provide tactful feedback, positive and negative
S t L d hi
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Servant Leadership
The servant leader Emphasizes employee growth and service to others as
worthwhile ends in and of themselves
Places others needs in front of their own
M ltic lt ral Leadership
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Multicultural Leadership
A leaders personality, efforts, or style may
conflict with the context of the environment
Bass found that leadership attributes linked with
effective leadership vary across cultures
Employees who rank high on power distanceprefer an autocratic leader
Employees low in power distance prefer a
participative style of leadership
Factors Linked to Leadership Effectiveness
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Factors Linked to Leadership Effectiveness
Preferred awareness
Actual awareness
Submissiveness to rules and authority
Reliance on others
Favoring of group decision making
Concern for human relations
Cooperative peer relations
Multicultural Leadership
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Multicultural Leadership
The complexity of a global environment
requires the careful study of
The culture
History
Expectations
Working environments
Substitutes for Leadership
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Substitutes for Leadership
Substitute variables
tend to negate theleaders ability toeither increase or
decrease followerssatisfaction orperformance
Task, organizational,or subordinate
characteristics canrender leadership
impossible orunnecessary
(leadershipneutralizer)
Substitutes for Leadership
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Substitutes for Leadership
Substitutes for
Leadership
Cohesive work groups
Intrinsically satisfying tasks
High levels of subordinate ability,
experience, and knowledge
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