2. Review trait theory research, and discuss the idea of one best style of leadership using the Ohio State studies and the Leadership Grid as points of reference. Explain, according to Fiedler’s contingency model, how leadership style interacts with situational control. Discuss House’s revised path-goal theory and Hersey and Blanchard’s situational leadership theory. Describe the difference between transactional and transformational leadership and discuss how transformational leadership transforms followers and work groups. Explain the leader-member exchange (LMX) model of leadership and the concept of shared leadership. Review the principles of servant leadership and discuss Level 5 leadership Leadership Learning Objectives Chapter Fourteen

3. Leader trait: personal characteristics that differentiate leaders from followers. Leadership prototype: mental representations of the traits and behaviors possessed by leaders. 14-1 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Trait Theory McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

4. Men and women were seen as displaying more task and social leadership, respectively Women used a more democratic or participative style than men and men used a more autocratic and directive style than women Men and women were equally assertive Women executives, when rated by their peers, managers, and direct reports, scored higher than their male counterparts on a variety of effectiveness criteria Men displayed more laissez-faire leadership 14-2 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Gender and Leadership McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

5. The Ohio State Studies: identified two critical dimensions of leader behavior. Consideration: creating mutual respect and trust with followers. Initiating structure: organizing and defining what group members should be doing. 14-3 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Behavioral Styles Theory McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

6. University of Michigan Studies identified two leadership styles that were similar to the Ohio State studies--one style was employee centered and the other was job centered The Leadership Grid © represents five leadership styles found by crossing concern for production and concern for people Impoverished management Country club management Authority-compliance Middle-of-the-road management Team management 14-4 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Behavioral Styles Theory (Cont.) McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

7. 1. Determine what needs to be done. 2. Determine the right thing to do for the welfare of the entire enterprise or organization. 3. Develop action plans that specify desired results, probably restraints, future revisions, check-in points, and implications for how one should spend his or her time. 4. Take responsibility for decisions. 5. Take responsibility for communicating action plans and give people the information they need to get the job done. 14-5 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Skills & Best Practices: Peter Drucker’s Tips for Improving Leadership Effectiveness McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

8. 6. Focus on opportunities rather than problems. Do not sweep problems under the rug, and treat changes as an opportunity rather than a threat. 7. Run productive meetings. Different types of meetings require different forms of preparation and different results. Prepare accordingly. 8. Think and say “we” rather than “I”. Consider the needs and opportunities of the organization before thinking of your own opportunities and needs. 9. Listen first, speak last. 14-6 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Skills & Best Practices: Peter Drucker’s Tips for Improving Leadership Effectiveness (Cont.) McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

9. Situational theories: propose that leader styles should match the situation at hand. Fiedler’s Contingency Model The performance of a leader depends on two interrelated factors: The degree to which the situation gives the leader control and influence The leader’s basic motivation 14-7 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Situational Theories McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

10. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 14-8 Figure 14-1 Representation of Fiedler’s Contingency Model McGraw-Hill Situational Control High Control Situations Moderate Control Situations Low Control Situations Leader-member relations Task Structure Position Power Good Good Good High High High Strong Weak Strong Good Poor Poor Low High High Weak Strong Strong Poor Low Strong Weak SituationI II IIIIV V VIVII VIII Optimal Leadership Style Task Motivated Leadership Relationship Motivated Leadership Task Motivated Leadership

11. 14-9 Figure 14-2 A General Representation of House’s Revised Path-Goal Theory McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Employee Characteristics Environmental Factors Leader Behavior Leadership Effectiveness McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

12. 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 14-10 Table 14-1 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Categories of Leader Behavior within the Revised Path-Goal Theory McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

13. 14-11 Figure 14-3 Situational Leadership Model McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Selling S2 Explain decisions and provide opportunity for clarification Participating S3 Share ideas and facilitate in decision making Follower-Directed Leader-Directed Follower-Directed Leader-Directed Low Low High High Leader Behavior Task Behavior Follower Readiness High Moderate Low R4 R3 R2R1 Follower Readiness High Moderate Low R4 R3 R2R1 Relationship Behavior (supportive behavior) Delegating S4 Turn over responsibility for decisions and implementation Telling S1 Provide specific instructions and closely supervise performance McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

14. Transactional leadership: focuses on the clarifying employees’ roles and providing rewards contingent on performance. 14-12 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Transactional Leadership McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

15. Transformational leaders: transforms employees to pursue organizational goals over self-interests. 14-13 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Transformational Leadership McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

16. 14-14 Figure 14-4 A Transformational Model of Leadership McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Individual and Organizational Characteristics Leader behavior Effects on followers and work groups Outcomes McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

17. 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. Johnson & Johnson executives are accountable for developing leaders 5. Leaders are developed primarily on the job 6. People are an asset of the corporation 7. Human resources is vital to the success of leadership development 14-15 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Skills & Best Practices: Johnson & Johnson’s Seven Guiding Principles McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

18. This model is based on the idea that one of two distinct types of leader-member exchange relationships evolve, and these exchanges are related to important work outcomes. in-group exchange: a partnership characterized by mutual trust, respect and liking out-group exchange: a partnership characterized by a lack of mutual trust, respect and liking Research supports this model 14-16 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. The Leader-Member Exchange (LMX) Model of Leadership McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

19. 1. Stay focused on your department’s goals and remain positive about your ability to accomplish your goals. 2. Do not fall prey to feeling powerless and empower yourself to get things done. 3. Exercise the power you have by focusing on circumstances you can control and avoid dwelling on circumstances you cannot control. 4. Work on improving your relationship with your manager. 5. Use an authentic, respectful, and assertive approach to resolve differences with your manager. 14-17 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Tips for Improving the Quality of LMX McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

20. Shared leadership: simultaneous, ongoing, mutual influence process in which people share responsibility for leading. 14-18 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Shared Leadership McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

21. 14-19 Table 14-3 Key Questions to Consider When Developing Shared Leadership What task characteristics call for shared leadership? What is the role of the leader in developing shared leadership? How can organizational systems facilitate the development of shared leadership? What vertical and shared leadership behaviors are important to team outcomes? What are the ongoing responsibilities of the vertical leader? McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

22. Servant leadership: focuses on increasing services to others rather than one’s self. 14-20 McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Servant Leadership McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

23. 14-21 Table 14-2 Characteristics of Servant Leadership Servant leaders rely more on persuasion than positional authority when making decisions and trying to influence others Persuasion Servant-Leadership Characteristics AwarenessServant leaders are very self-aware of their strengths and limitations HealingServant leaders strive to make themselves and others whole in the face of failure and suffering EmpathyServant leaders try to empathize with others’ feelings and emotions ListeningServant leaders focus on listening to identify and clarify the needs and desires of a group Description McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

24. 14-22 Table 14-2 Characteristics of Servant Leadership (Cont.) Servant leaders strive to create a sense of community both within and outside the work organization Building community Servant-Leadership Characteristics Commitment to the growth of people Servant leaders are committed to people beyond their immediate work role StewardshipServant leaders assume that they are stewards of the people and resources they manage ForesightServant leaders have the ability to foresee future outcomes associated with a current course of action or situation ConceptualizationServant 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 © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

25. 14-23 Figure 14-5 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 © 2006 The McGraw-Hill Companies, Inc. All rights reserved.