Leadership in Organizations

Chapter 13

Learning Objectives
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Describe the trait approach to leadership and identify the characteristics that distinguish successful leaders from ordinary people. Distinguish between the two basic forms of leader behavior: person-oriented behavior and production-oriented behavior, explaining how grid training helps develop them. Explain what the leader-member exchange (LMX) model and the attributional approach to leadership say about the relationships between leaders and followers. Describe the nature of charismatic leadership and how it compares to transformational leadership. Summarize what LPC contingency theory and situational leadership theory say about the connection between leadership style and situational variables. Describe various techniques used to develop leadership in organizations.
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Leadership Concepts
Leader: An individual within a group or an organization who wields the most influence over others. Leadership: The process whereby one individual influences other group members toward the attainment of defined group or organizational goals.
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Leadership Characteristics
Leadership:
Involves noncoercive influence Is goal directed Requires followers

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Leaders and Managers

Leaders primarily are responsible for establishing an organizational mission, whereas managers primarily are responsible for implementing that mission through others. The intermediate steps formulating a strategy for the mission and increasing peoples commitment toward it tend to be performed by either leaders or managers. It is these overlapping functions that make the distinction between leaders and managers blurred in actual practice.
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The Trait Approach

Great Person Theory The view that leaders possess special traits that set them apart from others and that these traits are responsible for their assuming positions of power and authority.
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Leadership Characteristics

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Leadership Motivation
The desire to influence others, especially toward the attainment of shared goals. Personalized Power Motivation: The wish to dominate others, reflected by an excessive concern with status. Socialized Power Motivation: The desire to cooperate with others, to develop networks and coalitions.
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Multiple Domains of Intelligence

Intelligence as measured in several different ways. Cognitive Intelligence: Traditional measures of the ability to integrate and interpret information. Emotional Intelligence: The ability to be sensitive to ones own and others emotions. Cultural Intelligence: Awareness of cultural differences between people.
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Leadership Behavior

Autocratic Leadership Style: A style of leadership in which the leader makes all decisions unilaterally. Participative Leadership Style: A style of leadership in which the leader permits subordinates to take part in decision making and also gives them a considerable degree of autonomy in completing routine work activities.
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Autocratic-Delegation Continuum
An approach to leadership describing the ways in which leaders allocate influence to subordinates. This ranges from controlling everything (autocratic) to allowing others to make decisions for themselves (delegating). Between these two extremes are more participative forms of leadership consulting and make joint decisions.

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Two-Dimensional Model of Participation

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Initiating Structure & Consideration

Initiating Structure: Activities by a leader designed to enhance productivity or task performance. Leaders who focus primarily on these goals are described as demonstrating a task-oriented style. Consideration: Actions by a leader that demonstrate concern with the welfare of subordinates and establish positive relations with them. Leaders who focus primarily on this task are often described as demonstrating a person-oriented style.
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Dimensions of Leader Behavior

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The Managerial Grid

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Leaders and Followers

The LeaderMember Exchange (LMX) Model The Challenge of Leading Work Teams The Attribution Approach
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Leader-Member Exchange
A theory suggesting that leaders form different relations with various subordinates and that their nature can exert strong effects on subordinates performance and satisfaction.
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Leading Groups vs. Teams

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Leading Self-Managed Work Teams

Instead of directing people, work at building trust and inspiring teamwork. Rather than focusing simply on training individuals, concentrate on expanding team capabilities. Instead of managing one-on-one, attempt to create a team identity. Instead of working to prevent conflict between individuals, make the most of team differences. Rather than simply responding to change reactively, try to foresee and influence change.
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Attribution Approach

The approach to leadership that focuses on leaders attributions of followers performance that is, their perceptions of its underlying causes.
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Change-Oriented Leadership
Charismatic Leaders: Leaders who exert especially powerful effects on followers by virtue of their commanding confidence and clearly articulated visions. Pragmatic Leadership: A type of leadership based on methodically developing solutions to problems and working them through in a thorough manner. Transformational Leadership: Leadership in which leaders use their charisma to transform and revitalize their organizations.
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Charismatic Leaders
Qualities of Charismatic Leaders
Self-confidence A vision Extraordinary behavior Recognized as change agents Environmental sensitivity

Reactions to Charismatic Leaders

Above-normal levels of performance High levels of devotion, loyalty, and reverence toward the leader Enthusiasm for and excitement about the leader and his or her ideas In general, reactions tend to be highly polarized people either love them or hate them
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Characteristics of Transformational Leaders

Intellectual Stimulation: Transformational leaders help their followers recognize problems and ways of solving them. Individualized Consideration: Transformational leaders give their followers the support, encouragement, and attention they need to perform their jobs well. Inspirational Motivation: Transformational leaders clearly communicate the importance of the companys mission and rely on symbols (e.g., pins and slogans) to help focus their efforts.
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Becoming Transformational
Develop a vision that is both clear and highly appealing to followers. Articulate a strategy for bringing your vision to life. State your vision clearly and promote it to others. Show confidence and optimism about your vision. Express confidence in followers capacity to carry out the strategy. Build confidence by recognizing small accomplishments toward the goal. Celebrate successes and accomplishments. Take dramatic action to symbolize key organizational values. Set an example; actions speak louder than words.
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Contingency Theories
Any of several theories that recognize that certain styles of leadership are more effective in some situations than others. Theories include
LPC Contingency Theory Situational Leadership Theory Path-Goal Theory Normative Decision Theory Substitutes for Leadership
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LPC Contingency Theory

A theory suggesting that leader effectiveness is determined both by characteristics of leaders (their LPC scores) and by the level of situational control they are able to exert over subordinates. LPC: Short for esteem for least preferred coworker, a personality variable distinguishing individuals with respect to their concern for people (high LPC) and their concern for production (low LPC). Situational determinants of effectiveness:
Leaders relations with group members Degree of structure in the task being performed Leaders position power
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LPC Contingency Theory

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Situational Leadership Theory

A theory suggesting that the most effective style of leadership depends on the extent to which followers require guidance, direction, and emotional support.

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Path-Goal Theory

A theory of leadership suggesting that subordinates will be motivated by a leader only to the extent they perceive this individual as helping them to attain valued goals. Four basic leadership styles:
Instrumental (directive): An approach focused on providing specific guidance and establishing work schedules and rules. Supportive: A style focused on establishing good relations with subordinates and satisfying their needs. Participative: A pattern in which the leader consults with subordinates, permitting them to participate in decisions. Achievement Oriented: An approach in which the leader sets challenging goals and seeks improvements in performance.
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Path-Goal Theory

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Normative Decision Theory

A theory of leader effectiveness focusing primarily on strategies for choosing the most effective approach to making decisions.

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Decision Rules - Quality

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Decision Rules - Acceptance

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Normative Decision Theory

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Substitutes for Leadership

The view that high levels of skills among subordinates or certain features of technology and organizational structure sometimes serve as substitutes for leaders, rendering their guidance or influence superfluous. Examples:
Individual characteristics such as a high level of knowledge, commitment, or experience on the part of subordinates. Jobs that are structured in ways that make direction and influence from a leader redundant. Characteristics of organizations such as work norms, group cohesion, and technology.
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Leadership Development
The practice of systematically training people to expand their capacity to function effectively in leadership roles. Common techniques:
360-Degree Feedback Networking Executive Coaching Mentoring Job Assignments Action Learning
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360-Degree Feedback

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Development Techniques

Networking: A leadership development tool designed to help people make connections to others to whom they can turn for information and problem solving. Executive Coaching: A technique of leadership development that involves custom-tailored, oneon-one learning aimed at improving an individual leaders performance. Action Learning: A leadership development technique involving a continuous process of learning and reflection that is supported by colleagues and that emphasizes getting things done.
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Executive Coaching

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