Chapter Twelve
Leadership
Trait Theory
Leadership Traits: represent the personal characteristics that
differentiate leaders from followers. Historic findings reveal that leaders and followers
vary by
-
intelligence dominance self-confidence level of energy and activity task-relevant knowledge
Contemporary findings show that - people tend to perceive that someone is a leader when he or she exhibits traits associated with intelligence, masculinity, and dominance - people want their leaders to be credible - credible leaders are honest, forward-looking, inspiring, and competent
Trait Theory (continued)
Gender and leadership
- men and women were seen as displaying more task and social leadership, respectively - women used a more democratic or participative style than men, and men used a more autocratic and directive style than women - men and women were equally assertive - women executives, when rated by their peers, managers and direct reports, scored higher than their male counterparts on a variety of effectiveness criteria
Behavioral Styles Theory
Ohio State Studies identified two critical dimensions of leader behavior. 1. Consideration: creating mutual respect and trust with followers 2. Initiating Structure: organizing and defining what group members should be doing University of Michigan Studies identified two leadership styles that were similar to the Ohio State studies - one style was employee centered and the other was job centered Blake and Moutons Managerial Grid represents four leadership styles found by crossing concern for production and concern for people
Research shows that there is not one best style of leadership. The effectiveness of a particular leadership style depends on the situation at hand.
Skills and Best Practices: Tips for Improving Leader Effectiveness
Behavior
Listen Examine Assist Develop Encourage
Recommended Behaviors
Intensely listen to what others have to say. Determine the true cause of performance problems. Think through problems from all perspectives. Do not play favorites and find solutions that benefit everyone involved. Help others to learn from mistakes and errors.
Explain the rationale for decisions and implement fair policies and procedures.
Provide employees with the resources needed to do a job. Gently push people to advance into more demanding roles.
Recognize
Praise people for their good work. Focus on the positive whenever possible.
Houses Path-Goal Theory
Employee Characteristics - Locus of control - Task ability - Need for achievement - Experience - Need for clarity Leadership Styles Directive Supportive Participative Achievement oriented
Employee Attitudes and Behavior - Job satisfaction - Acceptance of leader - Motivation
Environmental Factors - Employees task - Authority system - Work group
Transactional versus Charismatic Leadership
Transactional Leadership: focuses on the interpersonal
interactions between managers and employees
Transactional Leaders
- use contingent rewards to motivate employees - exert corrective action only when employees fail to obtain performance goals
Transactional versus Charismatic Leadership (continued)
Charismatic Leadership: emphasizes symbolic leader
behavior that transforms employees to pursue organizational goals over self-interests
Charismatic Leaders
-
use visionary and inspirational messages rely on non-verbal communication appeal to ideological values attempt to intellectually stimulate employees display confidence in self and followers set high performance expectations
For class discussion: Should a leader be both
transactional and charismatic? Is charismatic leadership only critical for senior executives and not for entry level supervisors or managers?
Charismatic Model of Leadership (cont)
Individual and Organizational Characteristics
Traits Organizational
Leader behavior
Leader establishes high performance expectations and displays confidence in him/herself and the collective ability to realize the vision
Effects on followers and work groups
Outcomes
Culture
Self-sacrificial Increased identification with the behavior leader and the collective interests of organizational members Increased cohesion among workgroup members Increased selfesteem, self-efficacy, and intrinsic interests in goal accomplishment Organizational commitment Task meaningfulness and satisfaction
Leader models the desired values, traits, beliefs, and behaviors needed to realize the vision
Increased individual Increased role group, and modeling of charismatic leadership organizational performance
The Leader-Member Exchange (LMX Model)
This model is based on the idea that one of two distinct types of leader-member exchange relationships evolve, and these exchanges are related to important work outcomes. - in-group exchange: a partnership characterized by mutual trust, respect and liking - out-group exchange: a partnership characterized by a lack of mutual trust, respect and liking Research supports this model
Bennis (1989)
Managers
Administer and copy Maintain Focus on systems & structure Rely on control Short-range view - bottom line Ask how and when Accept the status quo Classic good soldier Do things right
Leaders
Innovation and originality Develop Focus on people Inspire trust Long-range view - the horizon Ask what and why Challenge the status quo Own person Do the right things
'the liberation of talent rather than restraint by rule Leaders aim at 'winning hearts and minds'. Mere managers aim at optimising the use of 'resources'. (Peters & Austin, 1985).
