1. Leadership What is it? General Definition Hard to define
We know it when we see it
General Definition
Social influence in an organizational setting, the effects of which are relevant to or have an impact on the achievement of organizational goals

2. Leader Effectiveness
How can we tell a “good” leader from a “poor” leader? (What results would we expect to see from a “good” leader?)
Performance (the job gets done)
Motivation (followers are energized)
Effort (followers try hard)
Satisfaction (followers are happy)

3. Leadership as Personality
People with certain traits have the potential to influence others and be leaders. People without these traits are followers.
Traits associated with leadership
Intelligence
Scholarship
Self-confidence
Adaptability
Sociability
Verbal skills

4. Leadership as Personality
Research on leadership traits showed:
People don’t become leaders just because they possess a certain combination of traits
The traits people have must be appropriate for the situation
No single trait was necessary for leadership
The importance of a given trait for leader effectiveness depends on the leader’s situation

5. Leadership as Behavior
What do effective leaders do? Do effective leaders act differently the ineffective leaders?
Ohio State Leadership Studies
Identified two primary types of behavior
Initiating Structure
Consideration

6. Leadership as Behavior
100’s of studies examined the effects of leader behavior on employees.
Results were mixed, inconclusive (Bass, 1990).
Fleishman and Harris (1962) found that initiating structure was positively related to employee grievances and turnover.
House, Filley, and Kerr (1971) found evidence suggesting initiating structure was positively related to employee satisfaction.
Ask audience if they have any ideas why findings were conflicting
Directive behavior - the supervisor organizes and defines group activities, assigns tasks, plans ahead, and establishes ways to get things done.
Example. I assembled parts to be used computers that monitor nuclear reactors at power plants in Florida. My supervisor would assign me the components to assemble and instruct me on the most proficient way to produce quality products. He also tracked the assembly of a number of other parts and coordinated their production.
Fleishman & Harris (1962) sample was industrial supervisors at the International Harvester Company.
House, Filley and Kerr collected data from the research, development & design departments of three large organizations.

7. Leadership as Behavior
Fleischman & Harris
The effects of IS on grievances depends on Consideration
The effects of both traits and behavior on leader effectiveness depends on the situation

8. Situational Theories of Leadership
Least Preferred Coworker (LPC) Theory
Is a trait-situation model
Leader effectiveness depends on:
Leadership style (personality) - LPC
Situational favorability
Leader-member relations (good vs. bad)
Task structure (high vs. low)
Position power (strong vs. weak)

9. LEADER/MEMBER RELATIONS
Fiedler’s LPC Octants
OCTANT
LEADER/MEMBER RELATIONS
TASK
STRUCTURE
POSITION
POWER
EFFECTIVE
LEADER 1
Good
Structured
Strong
Low LPC 2
Good
Structured
Weak
Low LPC 3
Good
Unstructured
Strong
Low LPC 4
Good
Unstructured
Weak
High LPC 5
Bad
Structured
Strong
High LPC 6
Bad
Structured
Weak
High LPC 7
Bad
Unstructured
Strong
High LPC 8
Bad
Unstructured
Weak
Low LPC

10. Least Preferred Coworker Theory
Critiques
Not clear what LPC is measuring
What about medium LPC leaders?
How does LPC score affect followers?

11. Situational Theories of Leadership
Path-Goal Theory
Is a behavior-situation model
Hypothesizes that effects of leader behavior on employee performance and satisfaction depend on how leader behavior affects employee motivation.

12. Path-Goal Theory
Leader behavior is hypothesized to enhance employee motivation by increasing employee expectations that:
putting forth a given level of effort will result in successful task completion and;
successful task completion will result in obtaining desired rewards (e.g. higher pay, promotions, recognition).
Employee motivation will be enhanced by leader behavior to the extent that employees view such behavior as acceptable.
Leader behavior is acceptable to the extent that it facilitates goal accomplishment or is a direct source of satisfaction.
Acceptability of leader behavior is determined by:
Environmental characteristics
Employee characteristics

13. Path-Goal Theory Critiques Support for the theory is, at best, mixed.
Specifies too many “it depends on” variables.
Why not directly measure acceptability of leader behavior?
Does not make predictions about what happens when leaders exhibit certain behaviors in inappropriate situations.
Is it possible to receive too much leader behavior?

14. Situational Theories of Leadership
Vroom-Yetton Normative Model
Leadership as decision making
Decision-situation model
Theorized that performance was affected by the process leaders use to make decisions

15. Vroom-Yetton Normative Model
Process used to make decision affects:
Decision quality
Decision acceptance
The effectiveness of any decision making process depends on several situational factors

16. Decision Making Example
You are the head of a personnel department which reports to the company president. The president has asked you to make recommendations on how to change and update the performance appraisal system. You are not sure about the approach to take. Your specialty is selection and you desire more information on performance appraisal. Fortunately, three members of your staff are experienced with the various aspects of performance appraisal. However, they rarely agree with each other on the best way to achieve something when it comes to performance appraisal. Fortunately, for this project, these employees will not implement the recommendations.

17. Leadership as Power
Agent exerts more influence on a target than a target can resist.
Possible outcomes of using power
Resistance
Compliance
Commitment
Sources of Power
Reward
Coercive
Legitimate
Expert
Referent

18. Likely Outcomes of Using Power

19. Leadership as Relationships
Leadership depends not only on the characteristics and actions of the leader but also on the reactions of the followers.
Leader-Member Exchange Theory
Attempts to explain how leader-follower relationship can impact leader effectiveness

20. Leader-Member Exchange Theory
In-group
Higher Levels of:
competence and skill
motivation
Trustworthiness
Take on:
critical tasks
more responsibility
In exchange for:
Attention
Support
Consideration
Out-group
Lower Levels of:
competence and skill
motivation
Trustworthiness
Does its job and receives standard rewards