Presentation on theme: "What Is Leadership? Leadership Management"— Presentation transcript:
0 Basic Approaches to Leadership Chapter TWELVEBasic Approachesto Leadership
1 What Is Leadership? Leadership Management The ability to influence a group toward the achievement of goalsManagementUse of authority inherent in designated formal rank to obtain compliance from organizational members
2 Trait Theories Traits Theories of Leadership Leadership Traits Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleadersLeadership TraitsExtraversionConscientiousnessOpennessEmotional Intelligence (Qualified)
3 Trait Theories Limitations No universal traits found that predict leadership in all situationsUnclear evidence of the cause and effect of relationship of leadership and traitsBetter predictor of the appearance of leadership than distinguishing effective and ineffective leaders
4 Trait Approach Traits (examples) Assumption: Leaders are born ExtraversionConscientiousnessOpennessAssumption: Leaders are bornGoal: Select leadersProblemsTraits do not generalize across situationsBetter at predicting leader emergence than leader effectiveness
5 Behavioral Theories Behavioral Theories of Leadership Theories proposing that specific behaviors differentiate leaders from nonleadersBehavioral Theory Leadership behaviors can be taught.vs.Trait Theory Leaders are born, not made.
6 Behavioral Approach Ohio State Studies/University of Michigan Initiating Structure/Production OrientationConsideration/Employee OrientationAssumption: Leaders can be trainedGoal: Develop leadersProblem: Effective behaviors do not generalize across situations.
7 Ohio State Studies Initiating Structure Consideration The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainmentConsiderationThe extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinate’s ideas, and regard for his/her feelings
8 University of Michigan Studies Employee-oriented LeaderEmphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among membersProduction-oriented LeaderOne who emphasizes technical or task aspects of the job
10 Contingency Theories Assumptions underlying the different models: All Consider the SituationFiedler Contingency ModelCognitive Resource TheoryHersey and Blanchard’s Situational Leadership ModelPath Goal TheoryAssumptions underlying the different models:Fiedler: Leader’s style is fixed.Other’s: Leader’s style can and should be changed.
11 Fiedler ModelLeader: Style Is Fixed (Task-oriented vs. Relationship- oriented)Considers Situational Favorableness for LeaderLeader-member relationsTask structurePosition powerKey AssumptionLeader must fit situation; options to accomplish this:Select leader to fit situationChange situation to fit leader
12 Fiedler Model: The Leader Assumption: Leader’s style is fixed and can be measured by the least preferred co-worker (LPC) questionnaire.Least Preferred Co-Worker (LPC) QuestionnaireThe way in which a leader will evaluate a co-worker who is not liked will indicate whether the leader is task- or relationship-oriented.
13 Cognitive Resource Theory A theory of leadership that states that the level of stress in a situation is what impacts whether a leader’s intelligence or experience will be more effective.Research SupportLess intelligent individuals perform better in leadership roles under high stress than do more intelligent individuals.Less experienced people perform better in leadership roles under low stress than do more experienced people.
14 Contingency Approach: Hersey and Blanchard Situational Model Considers Leader Behaviors (Task and Relationship)Assumes leaders can change their behaviorsConsiders Followers as the SituationFollower task maturity (ability and experience)Follower psychological maturity (willingness to take responsibility)AssumptionsLeaders can and should change their style to fit their followers’ degree of readiness (willingness and ability)Therefore, it is possible to train leaders to better fit their style to their followers.
15 Hersey and Blanchard’s Situational Leadership Theory Situational Leadership Theory (SLT)A contingency theory that focuses on followers’ readiness; the more “ready” the followers (the more willing and able) the less the need for leader support and supervision.LOW Amount of Follower Readiness HIGHAmount of Leader Support &Supervision RequiredHIGHLOW
16 Leadership Styles and Follower Readiness (Hersey and Blanchard) UnwillingWillingSupportive ParticipativeAbleMonitoringLeadership StylesHigh Task and Relationship OrientationsUnableDirective
17 Leader-Member Exchange Theory Leader-Member Exchange (LMX) TheoryLeaders select certain followers to be “in” (favorites) based on competence and/or compatibility and similarity to leader“Exchanges” with these “in” followers will be higher quality than with those who are “out”Result: “In” subordinates will have higher performance ratings, less turnover, and greater job satisfaction.
18 Path-Goal Theory Premise Leader must help followers attain goals and reduce roadblocks to successLeaders must change behaviors to fit the situation (environmental contingencies and subordinate contingencies)
19 Leader-Participation Model PremiseRule-based decision tree to guide leaders about when and when not to include subordinate participation in decision makingConsiders 12 contingency variables to consider whether or not to include subordinates in decision making
20 Contemporary Issues in Leadership Chapter THIRTEENContemporary Issues in Leadership
21 Framing: Using Words to Shape Meaning and Inspire Others A way to use language to manage meaningLeaders use framing (selectively including or excluding facts) to influence how others see and interpret reality.
22 Inspirational Approaches to Leadership Charismatic Leadership TheoryFollowers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors.Charismatic leaders:Have a vision.Are willing to take personal risks to achieve the vision.Are sensitive to follower needs.Exhibit behaviors that are out of the ordinary.
23 Key Characteristics of Charismatic Leaders Vision and articulation. Has a vision—expressed as an idealized goal—that proposes a future better than the status quo; and is able to clarify the importance of the vision in terms that are understandable to othersPersonal risk. Willing to take on high personal risk, incur high costs and engage in self-sacrifice to achieve the visionEnvironmental sensitivity. Able to make realistic assessments of the environmental constraints and resources needed to bring about changeSensitivity to follower needs. Perceptive of others’ abilities and responsive to their needs and feelingsUnconventional behavior. Engages in behaviors that are perceived as novel and counter to norms
24 Beyond Charismatic Leadership Level 5 LeadersPossess a fifth dimension—a paradoxical blend of personal humility and professional will—in addition to the four basic leadership qualities of individual capability, team skills, managerial competence, and the ability to stimulate others to high performanceChannel their ego needs away from themselves and into the goal of building a great company
25 Transactional and Transformational Leadership Transactional LeadersLeaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirementsContingent RewardManagement by Exception (active)Management by Exception (passive)Laissez-FaireTransformational LeadersLeaders who provide the four “I’s” (individualized consideration, inspirational motivation, idealized influence, and intellectual stimulation)Idealized InfluenceInspirational MotivationIntellectual StimulationIndividual Consideration
26 Characteristics of Transactional Leaders Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishmentsManagement by Exception (active): Watches and searches for deviations from rules and standards, takes corrective actionManagement by Exception (passive): Intervenes only if standards are not metLaissez-Faire: Abdicates responsibilities, avoids making decisions
28 Characteristics of Transformational Leaders Idealized Influence: Provides vision and sense of mission, instills pride, gains respect and trustInspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple waysIntellectual Stimulation: Promotes intelligence, rationality, and careful problem solvingIndividualized Consideration: Gives personal attention, treats each employee individually, coaches, advises
29 Authentic Leaders and Ethical Behavior Authentic leaders know who they are, what they believe in and value, and act on those values openly and candidly.Followers see them as ethical.Ethical leaders use ethical means to get followers to achieve their goals, and the goals themselves are ethical.
30 Ethical Leadership Actions Work to positively change the attitudes and behaviors of employeesEngage in socially constructive behaviorsDo not abuse power or use improper means to attain goals
31 Trust: The Foundation of Leadership A positive expectation that another will not—through words, actions, or decisions—act opportunisticallyTrust is a history-dependent process (familiarity) based on relevant but limited samples of experience (risk)
32 Dimensions of Trust Integrity Competence Consistency Loyalty Openness Honesty and truthfulnessCompetenceAn individual’s technical and interpersonal knowledge and skillsConsistencyAn individual’s reliability, predictability, and good judgment in handling situationsLoyaltyThe willingness to protect and save face for another personOpennessReliance on the person to give you the full truth
33 Three Types of Trust Deterrence-based Trust Knowledge-based Trust Trust based on fear of reprisal if the trust is violatedKnowledge-based TrustTrust based on behavioral predictability that comes from a history of interactionIdentification-based TrustTrust based on a mutual understanding of one another’s intentions and appreciation of the other’s wants and desires
34 Basic Principles of Trust Mistrust drives out trust.Trust begets trust.Growth often masks mistrust.Decline or downsizing tests the highest levels of trust.Trust increases cohesion.Mistrusting groups self-destruct.Mistrust generally reduces productivity.
35 Contemporary Leadership Roles: Providing Team Leadership Team Leadership RolesAct as liaisons with external constituenciesServe as troubleshootersManaging conflictCoaching to improve team member performance
36 Contemporary Leadership Roles: Mentoring A senior employee who sponsors and supports a less-experienced employee (a protégé)Mentoring ActivitiesPresent ideas clearlyListen wellEmpathizeShare experiencesAct as role modelShare contactsProvide political guidance
37 Contemporary Leadership Roles: Self-Leadership A set of processes through which individuals control their own behavior.Creating Self-LeadersModel self-leadershipEncourage employees to create self-set goalsEncourage the use of self-rewardsCreate positive thought patternsCreate a climate of self-leadershipEncourage self-criticism
38 Online Leadership Leadership at a Distance: Building Trust The lack of face-to-face contact in electronic communications removes the nonverbal cues that support verbal interactions.There is no supporting context to assist the receiver with interpretation of an electronic communication.The structure and tone of electronic messages can strongly affect the response of receivers.An individual’s verbal and written communications may not follow the same style.Writing skills will likely become an extension of interpersonal skills
39 Challenges to the Leadership Construct Attribution Theory of LeadershipThe idea that leadership is merely an attribution that people make about other individualsQualities Attributed to LeadersLeaders are intelligent, outgoing, have strong verbal skills, are aggressive, understanding, and industrious.Effective leaders are perceived as consistent and unwavering in their decisions.Effective leaders project the appearance of being a leader.
40 Finding and Creating Effective Leaders SelectionReview specific requirements for the jobUse tests that identify personal traits associated with leadership, measure self-monitoring, and assess emotional intelligenceConduct personal interviews to determine candidate’s fit with the jobTrainingRecognize that all people are not equally trainableTeach skills that are necessary for employees to become effective leadersProvide behavioral training to increase the development potential of nascent charismatic employees