Basic Approaches 2 Leadership

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2007 Prentice Hall Inc. All rights reserved.

Basic Approaches to

Leadership

Chapter


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What Is Leadership?

LeadershipThe ability to influence agroup toward theachievement of goals.

Management

Use of authority inherentin designated formal rankto obtain compliance fromorganizational members.


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Trait Theories

Leadership Traits:

Extraversion Conscientiousness

Openness

EmotionalIntelligence(qualified)

Traits Theories ofLeadership

Theories that considerpersonality, social,

physical, or intellectualtraits to differentiateleaders from nonleaders.


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Trait Theories

Limitations:

No universal traits found that predict

leadership in all situations.

Unclear evidence of the cause and effectof relationship of leadership and traits.

Better predictor of the appearance ofleadership than distinguishing effectiveand ineffective leaders.


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Trait Approach

Traits (examples)

Extraversion

Conscientiousness

Openness

Assumption: Leaders are born

Goal: Select leaders

Problems

Traits do not generalize across situations Better at predicting leader emergence than leader

effectiveness


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Behavioral Theories

Behavioral theory:Leadership behaviors can be

taught.

Vs.

Trait theory:

Leaders are born, not made.

Behavioral Theories of Leadership

Theories proposing that specific behaviorsdifferentiate leaders from nonleaders.


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Behavioral Approach

Ohio State Studies/U. of Michigan

Initiating Structure/Production Orientation

Consideration/Employee Orientation

Assumption: Leaders can be trained

Goal: Develop leaders

Problem: Effective behaviors do not generalize acrosssituations


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Ohio State Studies

Initiating Structure

The extent to which a leader islikely to define and structure hisor her role and those of sub-

ordinates in the search for goalattainment.

Consideration

The extent to which a leader is likely to have jobrelationships characterized by mutual trust, respectfor subordinates ideas, and regard for their feelings.


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University of Michigan Studies

Employee-Oriented LeaderEmphasizing interpersonal relations; taking apersonal interest in the needs of employees andaccepting individual differences among members.

Production-Oriented Leader

One who emphasizes technicalor task aspects of the job.


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The

Managerial

Grid(Blake and Mouton)

E X H I B I T 121


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The Managerial Grid

1. Blake and Mouton proposed a managerial gridbased on the styles of concern for people andconcern for production, which essentially

represent the Ohio State dimensions ofconsideration and initiating structure or the

Michigan dimensions of employee-oriented andproduction-oriented.

The grid has nine possible positions along eachaxis, creating 81 different positions. (See Exhibit

11-1). 3. The grid shows the dominating factors in a

leaders thinking in regard to getting results.



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4. Based on the findings of Blake and Mouton,managers were found to perform best under a 9,9style, as contrasted, for example, with a 9,1(authority type) or 1,9 (lassiez-faire type) style.Unfortunately, the grid offers a better framework

for conceptualizing leadership style than forpresenting any tangible new information.



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CONTINGENCY THEORIES

All Consider the Situation Fiedlers 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


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Fiedler Model

Leader: Style is Fixed (Task oriented vs. Relationship

oriented)

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


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Fiedlers Model: The Leader

Least Preferred Co-Worker (LPC)Questionnaire

The way in which a leader will

evaluate a co-worker that is notliked will indicate whether theleader is task- or relationship-oriented.

Assumption: Leaders Style is Fixed & Canbe Measured by the Least Preferred Co-Worker (LPC) Questionnaire


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Fiedlers Model: Defining the Situation

Leader-Member RelationsThe degree of confidence, trust, and respectsubordinates have in their leader.

Position Power

Influence derived from ones formal structuralposition in the organization; includes power to hire,fire, discipline, promote, and give salary increases.

Task Structure

The degree to which the job assignments areprocedurized.


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Findings of the Fiedler Model

Category

Leader-Member

Relations

Task Structure

Position Power

I

Good

High

Strong

II

Good

High

Weak

III

Good

Low

Strong

IV

Good

Low

Weak

V

Poor

High

Strong

VI

Poor

High

Weak

VII

Poor

Low

Strong

VIII

Poor

Low

Weak

Good

Poor

Performance

Relationship-Oriented

Task-Oriented

Favorable Moderate Unfavorable


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Findings from Fiedler Model

E X H I B I T 122


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Cognitive Resource Theory

Research Support:

Less intelligent individuals perform better in leadership

roles under high stress than do more intelligentindividuals.

Less experienced people perform better in leadership

roles under low stress than do more experienced people.

Cognitive Resource TheoryA theory of leadership that states that the level of

stress in a situation is what impacts whether aleaders intelligence or experience will be more

effective.


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Contingency Approach: Hersey & BlanchardSituational Model

Considers Leader Behaviors (Task & Relationship)

Assumes Leaders CAN change their behaviors

Considers Followersas the Situation

Follower Task maturity (ability & 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.


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Hersey and Blanchards Situational Leadership

Theory

Situational Leadership Theory (SLT)

A contingency theory that focuses on followersreadiness; the moreready the followers (the morewilling and able) the less the need for leader

support and supervision.

LOW Amount of Follower Readiness HIGH

Amount of LeaderSupport &

Supervision RequiredHIGH LOW


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Leadership Styles and Follower Readiness

(Hersey and Blanchard)

WillingUnwilling

Able

Unable Directive

High Taskand

RelationshipOrientations

Supportive

Participative

Monitoring

FollowerReadiness

LeadershipStyles


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LeaderMember Exchange Theory

Leader-Member Exchange (LMX) TheoryLeaders select certain followers to be in(favorites)

Based on competence and/or compatibility &

similarity to leader

Exchanges with these In followers will be higherquality than with those who are Out

RESULT: In subordinates will have higherperformance ratings, less turnover, and greater jobsatisfaction


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Leader-Member Exchange Theory

E X H I B I T 123


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Path-Goal Theory

Premise Leader must help followersattaining goals and reduceroadblocks to success

Leaders must change behaviors tofit the situation (environmentalcontingencies & subordinatecontingencies)


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The Path-Goal Theory

E X H I B I T 124


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Leader-Participation Model

Premise:Rule based decision tree to guide leaders aboutwhen and when not to include subordinateparticipation in decision making

Considers 12 contingency variables to considerwhether or not to include subordinates indecision making


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Contingency Variables in the Revised

Leader-Participation Model

E X H I B I T 125

1. Importance of the decision

2. Importance of obtaining follower commitment to the decision

3. Whether the leader has sufficient information to make a good decision

4. How well structured the problem is

5. Whether an autocratic decision would receive follower commitment

6. Whether followers buy into the organizations goals

7. Whether there is likely to be conflict among followers over solution

alternatives

8. Whether followers have the necessary information to make a good decision

9. Time constraints on the leader that may limit follower involvement

10. Whether costs to bring geographically dispersed members together is

justified

11. Importance to the leader of minimizing the time it takes to make the decision

12. Importance of using participation as a tool for developing follower decision

skills

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Basic Approaches 2 Leadership