1. Leadership Models and Concepts

2. Learning Objectives Explain the meaning of “leadership” and differentiate it from management.Explain the meaning of “leadership” and differentiate it from management. Summarize the trait and behavioral approaches to leadership.Summarize the trait and behavioral approaches to leadership. Describe the LPC theory of leadership.Describe the LPC theory of leadership. Explain the path-goal theory of leadership.Explain the path-goal theory of leadership. Describe the Vroom-Yetton-Jago model of leadership.Describe the Vroom-Yetton-Jago model of leadership.

3. Learning Objectives Summarize the leader-member exchange theory and the Hersey and Blanchard model.Summarize the leader-member exchange theory and the Hersey and Blanchard model.

4. Leadership Defined As a process, leadership is the use of noncoercive influence to direct and coordinate the activities of group members to meet a goal. As a property, leadership is the set of characteristics attributed to those who are perceived to use such influence successfully.

5. The Importance of Leadership From an organizational viewpoint, leadership is vital because it has such a powerful influence on individual and group behavior.

6. Leadership versus Management Leadership and management are related, but they are not the same.Leadership and management are related, but they are not the same. Organizations need both management and leadership if they are to be effective.Organizations need both management and leadership if they are to be effective.

7. Leadership Versus Management Creating an agendaPlanning and budgetingEstablishing direction Developing a humanOrganizing and staffingAligning people network for achieving the agenda Executing plansControlling and problemMotivating and solvinginspiring ActivityManagementLeadership

8. Three Managerial Modes AdministrationManagementLeadership Main ConcernFollow proceduresGet ResultsExcel Emphasis onConformityInteractionCreativity Focus onStatus quoStabilityTrendsetting NormsQuantityQualityPushing benchmarks Driven byPast (traditions, precedence) Present ( competition) Future (vision) ApproachTacticsStrategyVision StructureHierarchy/ProtocolMatrixNetwork

9. Three Managerial Modes Response Mode ReactiveProactiveProactive (make others play one’s game) Managing byDeveloping procedureBuilding systemsBuilding culture HRD approachSupervisionCoachingMentoring Dominant needControl dependencyAchievement of power Power extension Concept of power Limited/unshareableShareableMultiplying Source of power Status/AuthorityCompetenceEmpowerment

10. Influencing: Concepts Influencing is the process of guiding the activities of organisation members in appropriate directions. Appropriate directions are those that lead to attainment of organisational goals.

11. Influencing Process: Basic Elements 1.Communicating 2.Motivating 3.Leading 4.Encouraging creativity and innovation 5.Building corporate culture

12. Concepts of Communication and Motivation Communication: Process of sharing information with other individuals.Communication: Process of sharing information with other individuals. Motivation: Set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal.Motivation: Set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal.

13. Early Approaches to Studying Leadership Trait Approach Behavioral Approach Early researchers believed that notable leaders had some unique set of qualities or traits that distinguished them from their peers. In the late 1940s, the emphasis shifted to determining what behaviors are associated with effective leadership.

14. The Trait Approach Trait researchers have focused on identifying leadership traits, developing methods for measuring them, and using the methods to select leaders.Trait researchers have focused on identifying leadership traits, developing methods for measuring them, and using the methods to select leaders. Although the trait approach has been largely unsuccessful, in recent years it has received renewed interest. Researchers have found that drive, motivation, integrity, and other traits are common among effective leaders.Although the trait approach has been largely unsuccessful, in recent years it has received renewed interest. Researchers have found that drive, motivation, integrity, and other traits are common among effective leaders.

15. Behavioral Approaches to Leadership The goal of the behavioral approach was to determine what behaviors are associated with effective leadership.The goal of the behavioral approach was to determine what behaviors are associated with effective leadership. The Michigan Studies and the Ohio State Studies were two prominent “behavioral approach” examinations of leadership behavior.The Michigan Studies and the Ohio State Studies were two prominent “behavioral approach” examinations of leadership behavior.

16. The Michigan Studies The Michigan Studies were conducted to determine the pattern of leadership behavior that result in effective group performance.The Michigan Studies were conducted to determine the pattern of leadership behavior that result in effective group performance. The researchers found that leadership consists of two separate dimensions:The researchers found that leadership consists of two separate dimensions: –Job-centered leader behavior. –Employee-centered leader behavior.

17. The Michigan Studies Job-Centered Leader Behavior Employee-Centered Leader Behavior Attempts to build work group performance by paying attention to the efficient completion of the task. Primary emphasis is on the task. Attempts to build work group performance by paying attention to the human aspects of the group. Primary emphasis is on the person. The studies suggested that a leader could exhibit either behavior, but not both at the same time.

18. The Ohio State Studies The Ohio State Studies were conducted at about the same time as the Michigan Studies.The Ohio State Studies were conducted at about the same time as the Michigan Studies. The Ohio State Studies found that leaders engaged in two separate sets of leadership behaviors, referred to as consideration and initiating structure.The Ohio State Studies found that leaders engaged in two separate sets of leadership behaviors, referred to as consideration and initiating structure.

19. The Ohio State Studies ConsiderationInitiating Structure Involves being concerned with subordinates’ feelings and respecting subordinates’ ideas. Involves clearly defining the leader-subordinate roles so that subordinates know what is expected of them. Unlike the Michigan Studies variables, consideration and initiating structure were not thought to be on the same continuum. Instead, they were seen as independent dimensions of leadership behavior.

20. The Leadership Grid Created primarily as a consulting tool to apply the Ohio State findings, the Leadership Grid evaluates leader behavior along two dimensions: concern for production and concern for people.Created primarily as a consulting tool to apply the Ohio State findings, the Leadership Grid evaluates leader behavior along two dimensions: concern for production and concern for people. This approach suggests that effective leadership styles include high levels of both behaviors.This approach suggests that effective leadership styles include high levels of both behaviors.

21. Blake/Mouton Leadership Grid © 2011 Cengage Learning

22. Other Approaches to Leadership In addition to the trait and behavioral approaches to understanding leadership effectiveness, several additional models of leadership have emerged over the years.

23. The LPC Theory of Leadership The LPC theory of leadership suggests that a leader’s effectiveness depends on the situation.The LPC theory of leadership suggests that a leader’s effectiveness depends on the situation. According to the theory, leadership effectiveness depends on the match between the leader’s personality and the situation.According to the theory, leadership effectiveness depends on the match between the leader’s personality and the situation.

24. The LPC Theory of Leadership The LPC theory of leadership is a complex theory that assesses leadership potential by examining the relationship between task structure, position power, and a leader’s behavior.The LPC theory of leadership is a complex theory that assesses leadership potential by examining the relationship between task structure, position power, and a leader’s behavior. The following slide summarizes the essence of the LPC theory of leadership.The following slide summarizes the essence of the LPC theory of leadership.

25. The LPC Theory of Leadership Leader-Member Relations GoodPoor Task StructureStructured Unstructured Position PowerHigh Low High Low Situational Very Moderately Very Favorableness favorable favorable unfavorable Recommended Task-oriented Person-oriented Task-oriented Leader Behavior behavior behavior behavior

26. Fiedler Contingency Model © 2011 Cengage Learning

27. The Path-Goal Theory of Leadership The path-goal theory suggests that effective leaders clarify the paths (behaviors) that will lead to desired rewards (goals).The path-goal theory suggests that effective leaders clarify the paths (behaviors) that will lead to desired rewards (goals). In other words, the leader affects subordinates’ performance by clarifying the behavior (paths) that will lead to desired rewards (goals).In other words, the leader affects subordinates’ performance by clarifying the behavior (paths) that will lead to desired rewards (goals).

28. The Path-Goal Theory of Leadership The path-goal theory specifies four kinds of leader behavior: directive, supportive, participative, and achievement.The path-goal theory specifies four kinds of leader behavior: directive, supportive, participative, and achievement. Leaders are advised to vary their behaviors in response to such situational factors as personal characteristics of subordinates and environmental characteristics.Leaders are advised to vary their behaviors in response to such situational factors as personal characteristics of subordinates and environmental characteristics.

29. Path-Goal Leadership Model EmployeeContingencies EnvironmentalContingencies LeaderBehaviors DirectiveDirective SupportiveSupportive ParticipativeParticipative Achievement- orientedAchievement- oriented LeaderEffectiveness Motivated employeesMotivated employees Satisfied employeesSatisfied employees Leader acceptanceLeader acceptance

30. DirectiveSupportiveParticipativeAchievementEmployeeContingencies Path-Goal Contingencies Skill/Experience lowlowhighhigh Locus of Control externalexternalinternalinternal Task Structure nonroutineroutinenonroutine? Team Dynamics –norms low cohesion+ norms? EnvironmentalContingencies DirectiveSupportiveParticipativeAchievement

31. The Path-Goal Theory of Leadership Leader Behavior Subordinate’s Motivation to Perform Situational Factors Directive Supportive Participative Achievement - Oriented Personal Characteristics of Subordinates Locus of Control Perceived Ability Environmental Characteristics Task Structure Authority System Work Group

32. Hersey and Blanchard’s Situational Theory 12-32 A life-cycle theory of leadership postulating that a manager should consider an employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important. A life-cycle theory of leadership postulating that a manager should consider an employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important.

33. Hersey and Blanchard’s Life Cycle Theory of Situational Leadership Leader’s effectiveness depends upon curvilinear relationship among three situational variables: 1.Task Behaviour: Task related formal instructions issued by the leader. 2.Relationship Behaviour: Socio-emotional support provided by leader. 3.Maturity of Followers: Readiness level exhibited by followers in assuming responsibility.

34. Life Cycle Theory