@CHAP Leadership

8/14/2019 @CHAP Leadership

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Basic Approachesto

Leadership


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Kotter Organisations are underled and

overmanaged.

McClelland Effective leader turns all followers into

leaders.

Mintzberg Managers play many roles and Leadership

is one of the ten roles.

Managing people well is different from performingindividual job well. Delegating jobs, the discomfort in

giving orders going over or underboard are common

problems.


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Leadership is the

interpersonal influence,

exercised in situations and

directed through the communication

process,

towards the attainment of aspecified goal or goals.


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Questions most often asked:

What makes a good leader?

Can leadership be learnt?

How can I get the job done most effectively?

How can I build commitment and loyalty amongmembers of my work team to me and to the

company?

When should I listen and when should I give orders?

If I become too friendly with my subordinates, will I

lose their respect?


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What Is Leadership?

LeadershipThe ability to influence a

group toward the

achievement of goals

Management

Use of authority inherent in

designated formal rank to

obtain compliance fromorganizational members


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Trait Theories

Leadership Traits

Extraversion

Conscientiousness

Openness

Emotional Intelligence(Qualified)

Leadership Traits

Extraversion Conscientiousness

Openness

Emotional Intelligence

(Qualified)

Traits Theories of

Leadership

Theories that consider

personality, social, physical,

or intellectual traits to

differentiate leaders from

non-leaders


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Trait Theories

Limitations

No universal traits found that predict

leadership in all situations

Unclear evidence of the cause and effect ofrelationship of leadership and traits

Better predictor of the appearance ofleadership than distinguishing effective andineffective leaders

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 andineffective leaders


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Trait Approach

Traits (examples)

Extraversion

Conscientiousness

Openness

Assumption: Leaders are born

Problems

Traits do not generalize across situations

Better at predicting leader emergence than leader

effectiveness


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Behavioral Theories

Behavioral TheoryLeadership behaviors can betaught

vs.Trait Theory

Leaders are born, not made

Behavioral TheoryLeadership behaviors can betaught

vs.

Trait TheoryLeaders are born, not made

Behavioral Theories of Leadership

Theories proposing that specific behaviors differentiate

leaders from nonleaders


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Ohio State Studies/University of Michigan

Initiating Structure/Production Orientation

Consideration/Employee Orientation

Assumption: Leaders can be trained

Problem: Effective behaviors do not generalizeacross situations.

Behavioral Approach


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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


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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 thejob


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The

ManagerialGrid(Blake and Mouton)


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Contingency Theories

All Consider the Situation

Hersey and Blanchards Situational Leadership Model

Fiedler Contingency Model

Path Goal Theory

Cognitive Resource Theory

Assumptions underlying the different models:

Fiedler: Leaders style is fixed. Others: Leaders style can and should be changed.


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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.


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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

&

Supervision RequiredHIGH LOW


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The first comprehensive contingency modelfor leadership was developed by Fred Fiedler

who proposed that effective group

performance depends upon the proper match

between the leaders style and the degree towhich the situation gives control to the leader.

Identifying Leadership Style Fiedler believed that a key factor in leadership success is the

individuals basic leadership style and this style is fixed it

cannot be changed. He created the least preferred coworker

(LPC) questionnaire for this purpose.

Fiedler Model


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It purports to measure whether a person is task- or

relationship-oriented.

The questionnaire contains 16 contrasting adjectives (such as pleasant-

unpleasant, efficient-inefficient, open-guarded, supportive-hostile).

It asks respondents to describe the one person they least enjoyed working

with by rating him or her on a scale of one-to-eight for each of the 16 sets

of contrasting adjectives.

Fiedler believes that based on the respondents answers to this

questionnaire, he can determine their basic leadership style.

If the least preferred coworker is described in relatively positive terms (a

high LPC score), the respondent is primarily interested in good personal

relations with this co-worker.

If the least preferred coworker is seen in relatively unfavorable terms (a lowLPC score), the respondent is primarily interested in productivity and thus

would be labeled task-oriented.

LPC


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Defining the Situation

After assessing leadership style, it is necessary to

match the leader with the situation. Fiedler has

identified three contingency dimensions:

Leader-member relationsThe degree of confidence, trust,

and respect members have in their leader

Task structureThe degree to which the job assignments

are procedural

Position powerThe degree of influence a leader has over

power variables such as hiring, firing, discipline, promotions,

and salary increases


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The next step is to evaluate the situation in terms of

these three contingency variables.

Leader-member relations are either good or poor.

Task structure is either high or low.

Position power is either strong or weak.

Fiedler states the better the leader-member relations,

the more highly structured the job, and the stronger the

position power, the more control the leader has.

Altogether, by mixing the three contingency variables,

there are potentially eight different situations or

categories in which leaders could find themselves.


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Matching Leaders and Situations

The Fiedler model proposes matching them up to achievemaximum leadership effectiveness.

Fiedler concluded that task-oriented leaders tend to perform

better in situations that were very favorable to them and in

situations that were very unfavorable. (See Exhibit 12-2)

Fiedler would predict that when faced with a category I, II, Ill,

VII, or VIII situation, task-oriented leaders perform better.

Relationship-oriented leaders, however, perform better in

moderately favorable situationscategories IV through VI.


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Findings of the Fiedler Model

Category

Leader-MemberRelations

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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Fiedler has condensed these eight situations to three.

Task-oriented leaders perform best in situations of

high and low control, while relationship-oriented

leaders perform best in moderate control situations.

Given Fiedlers findings, you would seek to match

leaders and situations. Because Fiedler views an

individuals leadership style as being fixed, there areonly two ways to improve leader effectiveness.

First, you can change the leader to fit the situation.

The second alternative would be to change thesituation to fit the leader.


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Studies have shown that respondents LPC scores

are not stable.

Also, the contingency variables are complex and

difficult for practitioners to assess.


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Path-Goal Theory

Premise

Leader must help followers attain

goals and reduce roadblocks tosuccess

Leaders must change behaviors

to fit the situation (environmentalcontingencies and subordinate

contingencies)


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Leader-Member Exchange Theory

Leader-Member Exchange (LMX) Theory

Leaders select certain followers to be in (favorites)

based on competence and/or compatibility and similarityto leader

Exchanges with these in followers will be higher

quality than with those who are out

Result: In subordinates will have higher performanceratings, less turnover, and greater job satisfaction.


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Path-Goal Theory


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Leader-Member Exchange Theory

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