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Adeyl Khan, Faculty, BBA, NSU
Basic Approaches to Leadership
12-1
C12
Adeyl Khan, Faculty, BBA, NSU
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
Both are necessary for organizational success
12-2
Adeyl Khan, Faculty, BBA, NSU
Trait Theories of LeadershipTheories that consider
personality, social, physical, or intellectual traits to differentiate leaders from non-leaders Not very useful until
matched with the Big Five Personality Framework
Traits can predict leadership, but they are better at predicting leader emergence than effectiveness. 12-3
Leadership Traits
• Extroversion• Conscientiousness• Openness • Emotional Intelligence
(Qualified)
Adeyl Khan, Faculty, BBA, NSU
Behavioral Theories of LeadershipTheories proposing
that specific behaviors differentiate leaders from non-leaders
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Trait theory
• leadership is inherent, so we must identify the leader based on his or her traits
Behavioral theory
• leadership is a skill set and can be taught to anyone, so we must identify the proper behaviors to teach potential leaders
Adeyl Khan, Faculty, BBA, NSU
Imp. Leadership Behavioral StudiesOhio State University - two key dimensions
Initiating structure – the defining and structuring of roles
Consideration – job relationships that reflect trust and respect
University of Michigan- two key dimensions Employee-oriented – emphasizes
interpersonal relationships and is the most powerful dimension
Production-oriented – emphasizes the technical aspects of the job
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Both are importantThe dimensions of the two studies are very similar
Adeyl Khan, Faculty, BBA, NSU
Blake and Mouton’s Managerial Grid®Draws on both studies
to assess leadership style “Concern for People” is
Consideration and Employee-Orientation
“Concern for Production” is Initiating Structure and Production-Orientation
Style is determined by position on the graph
12-6
Adeyl Khan, Faculty, BBA, NSU
Contingency TheoriesWhy trait and behavior
theories help us understand
leadership missing: the environment
in which the leader exists
Contingency Theory deals with this additional aspect of leadership effectiveness studies
12-7
Three key theories:
• Fielder’s Model• Hersey and Blanchard’s
Situational Leadership Theory• Path-Goal Theory
Adeyl Khan, Faculty, BBA, NSU
Fiedler ModelEffective group performance depends on the
proper match between leadership style and the situation Assumes that leadership style (based on orientation
revealed in LPC questionnaire) is fixedConsiders Three Situational Factors:
Leader-member relations: degree of confidence and trust in the leader
Task structure: degree of structure in the jobs Position power: leader’s ability to hire, fire, and
reward
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For effective leadership: must change to a leader who fits the situation or change the situational variables to fit the current leader
Adeyl Khan, Faculty, BBA, NSU
Graphic Representation of Fiedler’s Model
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Used to determine
which type of
leader to use in a given
situation
Adeyl Khan, Faculty, BBA, NSU10
Adeyl Khan, Faculty, BBA, NSU
Assessment of Fiedler’s Model
Positives:
• Considerable evidence supports the model, especially if the original eight situations are grouped into three
Problems:
• The logic behind the LPC scale is not well understood• LPC scores are not stable• Contingency variables are complex and hard to determine
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Adeyl Khan, Faculty, BBA, NSU
Fiedler’s Cognitive Resource TheoryA refinement of
Fiedler’s original model: Focuses on stress as the
enemy of rationality and creator of unfavorable conditions
A leader’s intelligence and experience influence his or her reaction to that stress
Research is supporting the theory.
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Stress Level
• Low• High
Intellectual Abilities
• Effective• Ineffective
Leader’s Experience
• Ineffective• Effective
Adeyl Khan, Faculty, BBA, NSU
Hersey & Blanchard’s Situational LeadershipA model that focuses on follower “readiness”
Followers can accept or reject the leader Effectiveness depends on the followers’ response to
the leader’s actions “Readiness” is the extent to which people have the
ability and willingness to accomplish a specific taskA paternal model:
As the child matures, the adult releases more and more control over the situation
As the workers become more ready, the leader becomes more laissez-faire
An intuitive model that does not get much support from the research findings
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Adeyl Khan, Faculty, BBA, NSU
House’s Path-Goal Theory The Theory:
Leaders provide followers with information, support, and resources to help them achieve their goals
Leaders help clarify the “path” to the worker’s goals
Leaders can display multiple leadership types
Builds from the Ohio State studies (Initiating structure Consideration) and the expectancy theory of motivation
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Directive
• focuses on the work to be done
Supportive
• focuses on the well-being of the worker
Participative
• consults with employees in decision-making
Achievement-Oriented
• sets challenging goals
Four types of leaders:
Adeyl Khan, Faculty, BBA, NSU
Path-Goal ModelTwo classes of contingency variables:
Environmental are outside of employee control
Subordinate factors are internal to employee
Mixed support in the research findings 12-15
Adeyl Khan, Faculty, BBA, NSU
Leader-Member Exchange TheoryLMX Premise:
Because of time pressures, leaders form a special relationship with a small group of followers: the “in-group”
This in-group is trusted and gets more time and attention from the leader (more “exchanges”)
All other followers are in the “out-group” and get less of the leader’s attention and tend to have formal relationships with the leader (fewer “exchanges”)
Leaders pick group members early in the relationship
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LMX
A response to the failing of contingency theories to account for followers and heterogeneous leadership approaches to
individual workers
Adeyl Khan, Faculty, BBA, NSU
LMX ModelHow groups are assigned is unclear
Follower characteristics determine group membership
Leaders control by keeping favorites close
Research has been generally supportive12-17
Adeyl Khan, Faculty, BBA, NSU
Global Implications These leadership theories are primarily studied in English-
speaking countries GLOBE does have some country-specific insights
Brazilian teams prefer leaders who are high in consideration, participative, and have high LPC scores
French workers want a leader who is high on initiating structure and task-oriented
Egyptian employees value team-oriented, participative leadership, while keeping a high-power distance
Chinese workers may favor a moderately participative style Leaders should take culture into account
1. What kind of leadership style is prominent in Bangladesh? Explain with an example
2. What kind of leadership style is preferred by managers in Bangladesh? Explain with an example
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Adeyl Khan, Faculty, BBA, NSU19
Adeyl Khan, Faculty, BBA, NSU
Chapter Learning ObjectivesAfter studying this chapter, you should be able
to: Define leadership and contrast leadership and
management. Summarize the conclusions of trait theories. Identify the central tenets and main limitations of
behavioral theories. Assess contingency theories of leadership by their
level of support. Contrast the interactive theories (path-goal and
leader-member exchange). Identify the situational variables in the leader-
participation model. Show how U.S. managers might need to adjust their
leadership approaches in Brazil, France, Egypt, and China.
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Adeyl Khan, Faculty, BBA, NSU
Summary and Managerial ImplicationsLeadership is central to understanding
group behavior as the leader provides the direction
Extroversion, conscientiousness, and openness all show consistent relationships to leadership
Behavioral approaches have narrowed leadership down into two usable dimensions
Need to take into account the situational variables, especially the impact of followers
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Adeyl Khan, Faculty, BBA, NSU
Yroom and Yetton’s Leader-Participation ModelHow a leader makes decisions is as
important as what is decidedPremise:
Leader behaviors must adjust to reflect task structure
“Normative” model: tells leaders how participative to be in their decision-making of a decision tree Five leadership styles Twelve contingency variables
Research testing for both original and modified models has not been encouraging Model is overly complex
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