High Performance
Leadership
Refer to OB by Stephen Robbins 12th Edition & Understanding behaviors for effective leadership Howell and Costley.
What Is Leadership?
Leadership
The ability to influence a group toward the achievement of goals
Management
Use of authority inherent in designated formal rank to obtain compliance from organizational members
Trait Theories
Traits Theories of Leadership
Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders
Leadership Traits
Extroversion Conscientiousness Openness Emotional Intelligence (Qualified)
Trait Theories
Limitations
No universal traits found that predict leadership in all situations
Unclear evidence of the cause and effect of relationship of leadership and traits
Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders
Behavioral Theories
Behavioral Theories of Leadership
Theories proposing that specific behaviors differentiate leaders from nonleaders
Behavioral Theory
Leadership behaviors can be taught.
vs. Trait Theory
Leaders are born, not made.
Behavioral Approach
Ohio State Studies/University of Michigan
Initiating Structure/Production Orientation Consideration/Employee Orientation
Assumption: Leaders can be trained Goal: Develop leaders Problem: Effective behaviors do not generalize across situations.
Leadership Behaviors Exhibited By Leaders
Directive assigns tasks, explains methods, Clarifies expectations, sets goals, and specifies procedures Supportive Shows consideration, acceptance, And concern for he needs and feeling of followers Reward & Punishment Provides intrinsic and extrinsic benefits, punishes for unwanted follower behavior Participative Involves Followers in making decisions by consulting to get suggestions and ideas
Charismatic Displays high expectation, confidence and competence, communicates vision with ideological goal that reflects followers needs
Ohio State Studies
Initiating Structure
The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment
Consideration
The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates ideas, and regard for his/her feelings
University of Michigan Studies
Employee-oriented Leader
Emphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among members
Production-oriented Leader
One who emphasizes technical or task aspects of the job
The Managerial Grid
(Blake and Mouton)
Contingency Theories
All Consider the Situation
Fiedler Contingency Model Cognitive Resource Theory Hersey and Blanchards Situational Leadership Model Path Goal Theory
Assumptions underlying the different models:
Fiedler: Leaders style is fixed. Others: Leaders style can and should be changed.
Fiedler Model
Leader: Style Is Fixed (Task-oriented vs. Relationshiporiented) Considers Situational Favorableness for Leader
Leader-member relations Task structure Position power
Key Assumption
Leader must fit situation; options to accomplish this: Select leader to fit situation Change situation to fit leader
Fiedler Model: The Leader
Assumption: Leaders style is fixed and can be
measured by the least preferred co-worker (LPC) questionnaire.
Least Preferred Co-Worker (LPC) Questionnaire
The way in which a leader will evaluate a co-worker who is not liked will indicate whether the leader is task- or relationship-oriented.
Fiedler Model: Defining the Situation
Leader-Member Relations
The degree of confidence, trust, and respect subordinates have in their leader
Task Structure
The degree to which the job assignments are procedurized
Position Power
Influence derived from ones formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases
Findings of the Fiedler Model
Good
Task-Oriented
Performance
Relationship -Oriented
Poor Favorable Category Leader-Member Relations Task Structure Position Power I II Moderate Unfavorable V Poor High Strong VI Poor High Weak VII Poor Low Strong VIII Poor Low Weak III Good Low Strong IV Good Low Weak
Good
High Strong
Good
High Weak
SELF ASSESSMENT LEAST PREFERRED COWORKER (LPC)
Refer to the sheets given to you and think of a person you can work LEASE WELL, with whom you had the most difficulty in getting the work done. Mark this person on a scale of 1 to 8 on each of the 16 factors described.
Scoring and interpretation Your LPC score is the sum of the answers to these 16 items. According to Fiedlers contingency model, a score greater than 76 indicates a relationship oriented leader and a score ;less than 62 indicates a task oriented leader. A score between 63 and 75 places you on the intermediate range, which indicates socioindependent leadership orientation. Relationship oriented leaders tend to work best in situations that are moderately favorable for exercising control. Task oriented leaders tend to function best in situations that are highly favorable or highly unfavorable.
Findings from Fiedler Model
Cognitive Resource Theory
Cognitive Resource Theory
A theory of leadership that states that the level of stress in a situation is what impacts whether a leaders intelligence or experience will be more effective.
Research Support
Less intelligent individuals perform better in leadership roles under high stress than do more intelligent individuals.
Less experienced people perform better in leadership roles under low stress than do more experienced people.
Contingency Approach: Hersey and Blanchard Situational Model
Considers Leader Behaviors (Task and Relationship)
Assumes leaders can change their behaviors
Considers Followers as the Situation
Follower task maturity (ability and experience) Follower psychological maturity (willingness to take responsibility)
Assumptions
Leaders can and should change their style to fit their followers degree of readiness (willingness and ability) Therefore, it is possible to train leaders to better fit their style to their followers.
Hersey and Blanchards Situational Leadership Theory
Situational Leadership Theory (SLT)
A contingency theory that focuses on followers readiness; the more ready the followers (the more willing and able) the less the need for leader support and supervision.
LOW
Amount of Follower Readiness
HIGH
Amount of Leader Support & HIGH Supervision Required
LOW
Leadership Styles and Follower Readiness (Hersey and Blanchard)
Follower Readiness Able Unwilling
Supportive Participative
Willing
Monitoring
Leadership Styles
Unable
Directive
High Task and Relationship Orientations
Leader-Member Exchange Theory
Leader-Member Exchange (LMX) Theory
Leaders select certain followers to be in (favorites) based on competence and/or compatibility and similarity to leader Exchanges with these in followers will be higher quality than with those who are out Result: In subordinates will have higher performance ratings, less turnover, and greater job satisfaction.
Leader-Member Exchange Theory
Path-Goal Theory
Premise
Leader must help followers attain
goals and reduce roadblocks to success Leaders must change behaviors to fit the situation (environmental contingencies and subordinate contingencies)
Path-Goal Theory
Chapter Check-up: Leadership
Which leadership theory(ies) say(s) that a leader cannot be trained?
Ohio State Model Fiedlers Contingency Theory
University of Michigan Studies
Path Goal Theory All of the above
Chapter Check-up: Leadership
Which leadership theory(ies) say(s) that a leader cannot be trained?
Ohio State Model
Fiedlers Contingency Theory University of Michigan Studies Path Goal Theory All of the above
Fielders Contingency Theory is the only one that says
a leaders style is fixed and cannot be trained. But
what do all of the theories have in common?
Chapter Check-up: Leadership
What one theory discussed in this chapter could readily explain how
leaders often act towards their followers
in Boot Camp and why it may be very effective? Hersey and Blanchards Situational Leadership Theory explains that when followers are unwilling and unable,, the leader should be highly focused on providing task-
based behaviors and not relationship-based behaviors.
