Leadership

Discuss the trait theories of leadership Explain the behavioral theories for understanding leadership Describe Fiedlers contingency model for leading Outline the Hersey and Blanchard situational leadership theory Describe the characteristics of the charismatic leader Contrast the differences between transactional and transformational leaders

Leadership Defined

Leadership is the ability to influence others. Leadership is active. Leadership is the catalyst that transforms potential into reality yielding positive results.

Leaders and Leadership

Are leaders born? We often hear of a person being a natural born leader. Is there such a thing? Do small children demonstrate leadership skills in their play and interactions? If so, how did they acquire this skill?
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Leadership Trait Theory

Six leadership traits:

Ambition and energy Desire to lead Honesty and integrity Self-confidence Intelligence

Job-relevant knowledge
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Leadership

Can people learn now to be a leader? If so, what skills are learned? (Remember, learning means a change in behavior has occurred.) What might be the measurements?

Behavioral Theories

Ohio State Studies:

Initiating structure Mission Consideration Feelings

Michigan Studies:

Employee-oriented Production-oriented

Development of the Management Grid

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Leadership Behavioral Theory

Behavioral Theory

Ohio State Study:

- Initiating structure - Consideration High Consideration
High
Low Initiating Structure High Consideration High Initiating Structure

Low Consideration Low Initiating Structure

Low Consideration High Initiating Structure

Low Initiating Structure High

The Management Grid

High 1,9 management Thoughtful attention to needs of people for 8 satisfying relationships leads to a comfortable, friendly organization 7 atmosphere and work tempo.
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Concern for people

1,1 management 3 Exertion of minimum effort to get work done is appropriate 2 to sustain organization membership.
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5,5 management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level.

9,9 management Work accomplisment is from committed people. Interdependence through a "common stake" in organization purpose leads to relationships of trust and respect.

9,1 management Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree.
6 7 8 9

Low Low

Concern for production

High

The Contingency Model for Leadership

The contingency model links the situation with the concept of task and relationship in the leader-subordinate role.

There are three elements of the leaderfollower contingency model:

Position power.

Task structure.
Leader-member relations.
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Situational Leadership

Directive/Telling Style (S1) Coaching/Selling Style (S2) Participating/Supporting (S3) Delegating (S4)

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Situational Leadership

This style varies in three ways:

The amount of direction directive behavior. The amount of support supportive behavior. The amount of involvement in decisionmaking by the follower.

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Situational Leadership
Leader behaviors High Relationship behavior

S3

S2

S4
Low

S1
Directive Behavior High

R4
Able and Willing

R3
Able and Unwilling

R2
Unable and Willing

R1
Unable and Unwilling

Follower readiness
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Path-Goal Theory of Leadership

Path
Leader identifies employee needs.

Directive
Appropriate goals are established.

Directive
Leader connects rewards with goal(s)

Supportive behavior
Leader provides assistance on employees path toward goals.

Participative behavior
Employees become satisfied and motivated and accept the leader.

Achievement Effective performance occurs.

Motivation Both employees and organization better reach their goals.

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Contemporary Approaches to Leadership

Attribution theory Charismatic leadership Visionary leadership Transactional leadership Transformational leadership Emotional Intelligence
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Attribution Theory

Managers attribute the major cause of poor performance to something internal to the follower (lack of ability or effort) or to external problems beyond the followers control (resources, lack of information, or training).

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Attribution Theory
(continued)

There are two stages to the attribution theory:

manager tries to determine the cause of performance as noted above. manager tries to select an appropriate response to fix the problem.

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Charismatic Leadership

Often transformational and charismatic leadership are used interchangeably. Charismatic leader traits and behaviors:

They advocate a vision. They are not keepers of the status quo behavior is out of the ordinary they are perceived as changeagents. They act unconventional in several ways counter to norms. They are willing to make self-sacrifices, take personal risks, to support their vision. They have strong self-confidence.
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Characteristics of Transactional Leaders

Contingent reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments. Management by exception (active): Watches and searches for deviations from rules and standards; takes corrective action. Management by exception (passive): Intervenes only if standards are not met.

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Characteristics of Transformational Leaders

Charisma: Provides vision and sense of mission, instills pride, gains respect and trust. Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways.

Intellectual stimulation: Promotes intelligence, rationality, and careful problem-solving.

Individualized consideration: Gives personal attention, treats each employee individually, coaches, advises.
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Transactional Leadership
Motivating for performance at expected levels. Initiating structure to clarify roles and tasks. Stressing the link between reward and goal achievement. Uses agreed upon performance to motivate.

Transformational Leadership goes Beyond Transactional Leadership

Transformational Leadership
Motivating for performance beyond expectations

Inspiring for missions beyond self-interest.

Instilling confidence to exceed expected performance

Performance beyond expectations

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Emotional Intelligence

Four Fundamental Capabilities of EI

Self-awareness Self-management Social Awareness Relationship Management

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Leadership Summary

Leadership plays a central part in understanding group behavior. Our understanding of leadership and the dynamics continues to grow. Male and female leadership styles tend to be more alike than different. No one style of leadership is always the preferred leadership style.
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