Leadership Lecture # 17

Pete Rose on Leadership: Some players you pat their butts,

some you kick their butts, some players you leave alone.

Power Position Power

Personal Power

Position Power Legitimate (Traditional) Power

Position Power Reward Power

Position Power Coercive Power

Position Power Whatever the organization giveth, the

organization can take away

Personal Power Expert Power

Knowledge, Skills, and Abilities (KSA)

Personal Power Referent Power (Charisma)

Personal Power Referent Power (Charisma)

Personal Power You are the locus of this power, not your position

You can take this power with you to other organizations

Leadership Why do some people make better leaders than

others?

Why is it helpful to organizations to identify leaders early?

The Quest for Leadership Qualities…

Three Approaches to Studying Leadership Trait Approach

Behavioral Approach

Situational Approach

Trait Approach Aka the Great Man approach

looking for the Born Leader

What Characteristics do Leaders Possess? Intelligence (Knowledgeable)

Self-Confidence

Extroverted

Good Communicators

But, these traits can be learned For example, as one’s communication skill (a

learned trait in itself) improves, one becomes more self-confident

Continuing the Quest Perhaps it’s not who a person is, but what a

person does that matters…

Behavioral Approach Two dimensions of leader behavior were

identified in multiple studies:

Task Orientation – Get the Job Done

Employee Orientation – Openness and friendliness of leader, concern for subordinates

Blake & Mouton Grid Included the two dimensions of leader behavior

Identified 5 distinguishable styles of leadership

1,9 9,9

5,5

1,1 9,1

5 Leadership Styles 1,1 Impoverished or Laissez-Faire 5,5 Middle of the Road or Organization Man 1,9 Country Club 9,1 Authoritarian or Task 9,9 Team or Democratic

Behavioral Approach Seems to have answered which is the best style

in general, but raises other questions, including:

What style works best in particular situations?

Situational or Contingency Approach In what situations does a particular style work

more effectively?

How do you identify one situation from another? What are the essential characteristics of a

situation?

Fiedler and his associates Developed a Contingency or Situational model

of leadership

Identified four factors to consider when defining a situation

Fiedler’s Model Managerial Characteristics

Subordinate Characteristics

Task Characteristics

Organizational Characteristics

Fiedler’s Model Combined those four characteristics into three

questions about a situation:

Leader-Member Relations: Good or Bad? Task Structure: Structured or Unstructured? Position Power of the Leader: Strong or Weak?

Fiedler’s Model Task Task Task Employee Employee Employee Task Task

Fiedler’s Model In Very Certain situations, or Very Uncertain

situations, a Task style seems to work best

In Moderately Certain situations, an Employee style seems to work best

Fiedler’s Model When things are quite clear, or very chaotic,

people respond well to being told what to do.Task Orientation

When the situation is moderate, people often need to be convinced or appealed to.

Employee Orientation

Two Uses for Fiedler in Organizations Find the right place (situation) for a manager’s

leadership style

Two Uses for Fiedler in Organizations Provide additional training for the manager to

better match his/her situation