Leadership Models and Concepts

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

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

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.

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

Leadership versus Management

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

Leadership Versus Management

Activity
Creating an agenda

Management
Planning and budgeting

Leadership
Establishing direction Aligning people

Developing a human network for achieving the agenda Executing plans

Organizing and staffing

Controlling and problem solving

Motivating and inspiring

Early Approaches to Studying Leadership

Trait Approach Early researchers believed that notable leaders had some unique set of qualities or traits that distinguished them from their peers.

Behavioral Approach In the late 1940s, the emphasis shifted to determining what behaviors are associated with effective leadership.

The Trait Approach

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.

Behavioral Approaches to 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

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:
Job-centered leader behavior. Job Employee-centered leader behavior. Employee-

The Michigan Studies

Job-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. Employee-Centered Leader Behavior 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.

The Ohio State 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

Consideration Involves being concerned with subordinates feelings and respecting subordinates ideas. Initiating Structure 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.

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. This approach suggests that effective leadership styles include high levels of both behaviors.

1,9 Country Club Management Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo.

9,9 Team Management Work accomplishment is from committed people; interpedence through a common stake in organization purpose leads to relationships of trust and respect

Middle of the Road Management 5,5

Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level

Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership. 1,1

Authority-Compliance Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree.

9,1

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.

The LPC Theory of Leadership

The LPC theory of leadership suggests that a leaders effectiveness depends on the situation. According to the theory, leadership effectiveness depends on the match between the leaders personality and the situation.

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 leaders behavior. The following slide summarizes the essence of the LPC theory of leadership.

The LPC Theory of Leadership

Leader-Member Relations Task Structure Position Power

Good Structured Unstructured High Low High Low

Poor Structured Unstructured High Low High Low

Situational Favorableness Recommended Leader Behavior

Very favorable Task-oriented behavior

Moderately favorable Person-oriented behavior

Very unfavorable Task-oriented behavior

The Path-Goal Theory of Leadership Path The path-goal theory suggests that effective pathleaders 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).

The Path-Goal Theory of Leadership Path The path-goal theory specifies four kinds of pathleader 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.

PathPath-Goal Leadership Model

Employee Contingencies Leader Behaviors
Directive Supportive Participative AchievementAchievementoriented

Leader Effectiveness
Motivated employees Satisfied employees Leader acceptance

Environmental Contingencies

PathPath-Goal Contingencies
Employee Contingencies
Directive Supportive Participative Achievement low external low external high internal high internal

Skill/Experience Locus of Control

Environmental Contingencies

Directive Supportive Participative Achievement nonroutine norms routine low cohesion nonroutine + norms ? ?

Task Structure Team Dynamics

The Path-Goal Theory of Leadership Path-

Leader Behavior Directive Supportive Participative Achievement Oriented Personal Characteristics of Subordinates Locus of Control Perceived Ability

Subordinates Motivation to Perform

Situational Factors Environmental Characteristics Task Structure Authority System Work Group

The Hershey and Blanchard Model

The Hersey and Blanchard model of leadership identifies different combinations of leadership presumed to work best with different levels of organizational maturity on the part of followers.

Summary of Key Points

Leadership is both a process and a property. Early leadership research attempted primarily to identify important traits and behaviors of leaders. Newer contingency theories of leadership attempt to identify appropriate leadership styles on the basis of the situation.

Summary of Key Points

The path-goal theory focuses on appropriate pathleader behavior for various situations. The Vroom-Yetton-Jago model suggests Vroom-Yettonappropriate decision-making styles based on decisionsituation characteristics.

Summary of Key Points

Two recent perspectives that are not rooted in traditional leadership theories are the leaderleader-member exchange theory and the Hersey and Blanchard model.