Chapter 9 Leadership. Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River,

Chapter 9Leadership

Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee

© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 20112

Leadership

“Good leaders don’t ask more than their constituents can give, but they often ask–and get–more than their constituents intended to give or thought it was possible to give.”

John W. Gardner,

Excellence, 1984



Leadership Defined

Leadership is the art and science of getting the job done through the willing efforts of others.

** The essence of leadership is to influence the behavior of others.

** Leadership is active.



Leaders and Leadership

Are leaders born? We often hear of a person being a “natural

born leader.” Is there such a thing? Do small children demonstrate leadership

skills in their play and interactions? If so, how did they acquire this skill?



Leadership

** Can people learn how to be leaders? If so, what skills are learned?

(Remember learning means a change in behavior has occurred.)

What might be the measurements?



Trial and error. Formal education. On-the-job

experience.

Assessment centers.

Coaching. Understudy

assignments. Supplemental

reading.

Leaders and LeadershipSkill learning



Trait Theory: Leaders are Born Trait theory focuses on an individual’s

personal attributes. ** Some people have specific characteristics

needed to be leaders while others do not Six identified leadership traits

Ambition and Energy Desire to Lead Honesty and Integrity Self-confidence Intelligence Job-Relevant Knowledge



Trait Theory: Leaders are Born

Just because you have these traits, it does not make you a leader.

Leadership is active and the leader has to do something (influence others).

** Women's similarities in leadership styles outweigh the differences in the leadership style of men.



Thematic Apperception Test



Behavioral Theories: Leadership can the Learned

Behavioral theory focuses on what the leaders do.

Ohio State Studies Initiating Structure – Mission Consideration – Feelings

** Michigan Studies Production Oriented - Task ** Employee Oriented – People

Leaders who emphasize interpersonal relations



Behavioral Theories: Leadership can the Learned

Behavioral Theory Ohio State University Study

- Initiating Structure- Consideration

Initiating Structure

Consideration

Low

High

High

Low ConsiderationHigh Initiating Structure

High ConsiderationHigh Initiating Structure

Low ConsiderationLow Initiating Structure

High ConsiderationLow Initiating Structure

Low



High

Low

Low Concern for TASK High

Co

ncern

fo

r P

EO

PL

EManagement Grid

High People,Low TaskComfortable, friendly atmosphere and worktempo.

High People, High TaskTrust and respect among committed people accomplish tasks.

Medium People, Medium TaskBalance necessity of work with maintaining morale leads to adequate organizationperformance. Low People,

High TaskEfficient organization. Work arranged so people cannot interfere.

Low People, Low TaskJust enough effort to stay in business



The Contingency Theory of Leadership

The contingency theory links the situation with the concept of task and relationship in the leader-subordinate role. Followership will define the leader.

Leader’s style is either task oriented or relationship oriented

Leader’s style or behavior is fixed with little change in style over time

Situation is not fixed and may be altered to fit the particular leader

Leader selection by situation



Contingency Theory for Leadership

There are three elements of the leader-follower contingency model developed by Fred Fiedler: Position power – the degree to which a

leader’s position ensure compliance. Task structure – the degree of clarity for

goal accomplishment. Leader-member relations – the nature of

relationship between the leader and the members.



Situational Leadership by Hersey and Blanchard

Directive/Telling Style (Style 1) Coaching/Selling Style (Style 2) Participating/Supporting (Style 3) Delegating (Style 4)



Situational Leadership

This style varies in three ways: The amount of direction – directive behavior. The amount of support – supportive

behavior. The amount of involvement in decision

making by the follower.



Situational Leadership

Directive BehaviorLow High

R4 R3 R2 R1

S1

S2S3

S4

Relationship Behavior

High

Able andwilling

Able, butunwilling

Unable, butwilling

Unable andunwilling

Follower Readiness

Leader behaviors

Telling

SellingParticipating

Delegating



Path-Goal Theory of Leadership

Leader identifiesemployee needs.

PathAppropriate goalsare established.

Directive Leader connectsrewards with goal(s)

Directive

Leader provides assistanceon employee’s path toward goals.

Employees become satisfied andmotivated and accept the leader.

Effective performanceoccurs.

Both employees and organization better reachtheir goals.

Supportive behavior Participative behavior

AchievementMotivation



Contemporary Approaches to Leadership

Attribution theory Charismatic and visionary leadership Transactional leadership Transformational leadership Emotional intelligence



Attribution Theory

Managers attribute the major cause of poor performance to something internal to the follower (lack of ability or effort) or to external problems beyond the follower’s control (resources, lack of information, training).

There are two stages: (1) manager tries to determine the cause of performance as noted above, and (2) manager tries to select an appropriate response to fix the problem.



** Charismatic Leadership(Visionary)

Often visionary and charismatic leadership are used interchangeably.

Charismatic traits and behaviors: Advocate a vision Not keeper of the status quo – behavior is out of

the ordinary – perceived as change agent Act in several unconventional ways – counter to

norms Willingly make self-sacrifices and take personal

risks to support their vision Demonstrates strong self-confidence ** Ability to create and articulate a realistic,

credible, attractive vision of the future for an organization



Characteristics Transactional Leaders

Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments.

Management by Exception (active): Watches and searches for deviations from rules and standards, takes corrective action.

Management by Exception (passive): Intervenes only if standards are not met.



Characteristics of Transformational Leaders

Charisma: Provides vision and sense of mission, instills pride, gains respect and trust.

Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways.

Intellectual Stimulation: Promotes intelligence, rationality, and careful problem solving.

Individualized Consideration: Gives personal attention, treats each employee individually, coaches, and advises.



Emotional Intelligence

Emotional intelligence refers to the leader’s ability to recognize one’s own feelings and those of others for self motivation and for managing emotions in themselves and in relationship with others.



Emotional Intelligence

Four fundamental capabilities:1. Self-awareness (Personal competence)2. Self-management (Personal competence)3. Social awareness (Social competence)4. Relationship management (Social

competence)



Leadership By Values

Leadership is developmental Development of leader based of skills

development

Trial and error. Formal education. On-the-job

experience.

Assessment centers.

Coaching. Understudy

assignments. Supplemental

reading.




DictatorialTyrant dictator with oppressed followers who are totally dependent

BenevolentBenevolent paternalist with followers who are dependent and obedient

ManagerEfficient manager with followers who are loyally devoted to the organization

EnablingListener, clarifier and supporter with followers, who are also clarifiers, supporters and listeners

CollaboratorFacilitator, producer, creator with intermediate peer participation

ServantInterdependent administrator with collegial participation

VisionaryLiberator with a global network of peer visionaries






Leadership Summary

Leadership plays a central part in understanding group behavior.

Our understanding of leadership and the dynamics continue to grow.

Male and female leadership styles tend to be more alike than different.

No one style of leadership is always the preferred leadership style.



Leadership Summary

Trait theory is based on individual’s personal attributes.

Behavioral theory is based on the individual’s ability to learn the task and the relationships skills for leadership.

Attribution theory looks at cause and effect relationship.



Leadership Summary

Charismatic and visionary leadership focuses on change.

Transactional leadership is task focused. Transformational leadership focuses on

performance beyond expectations.



Leadership Summary

Emotional intelligence is the leader’s ability to recognize his or her own feelings in relationship to others.

Bottom line: Leadership is situational.

Documents

Chapter 9 Leadership. Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River,