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Ex. 2.1Ex. 2.1 Personal Characteristics of Personal Characteristics of LeadersLeaders
Personal Characteristics• Energy• Physical staminaIntelligence and Ability• Intelligence, cognitive ability• Knowledge• Judgment, decisivenessPersonality• Self-confidence• Honesty and integrity• Enthusiasm• Desire to lead• Independence
Social Characteristics• Sociability, interpersonal skills• Cooperativeness• Ability to enlist cooperation• Tact, diplomacyWork-Related Characteristics• Drive, desire to excel• Responsibility in pursuit of
goals• Persistence against obstacles,
tenacitySocial background• Education• Mobility
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The Trait ApproachThe Trait Approach
Traits: the distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance
Great Man Approach: a leadership perspective that sought to identify the inherited traits leaders possessed that distinguished them from people who were not leaders
44
The Trait ApproachThe Trait Approach
Traits: the distinguishing personal characteristics of a leader, such as
intelligence honestyself-confidenceneed for achievement appearance,
decisiveness, initiative.
55
Behavior ApproachesBehavior Approaches
Autocratic: a leader who tends to centralize authority and derive power from position, control of rewards, and coercion
Democratic: a leader who delegates authority to others, encourages participation, relies on subordinates’ knowledge for completion of tasks, and depends on subordinate respect for influence
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Ex. 2.2Ex. 2.2 Leadership Continuum Leadership Continuum
Boss-Centered
Leadership
Subordinate-Centered
Leadership
Use of authority by manager
Area of freedom for subordinates
Manager makes
decisions and
announces it
Manager “sells”
decision
Manager presents
ideas and invites
questions
Manager
presents tentative
decision subject
to change
Manager
presents
problems,
gets sugg.
makes
changes
Manager
permits
subordinates
to function
within limits
defined by
superior
Manager
defines limits,
asks group
do make
decision
77
Ohio State StudiesOhio State Studies
Consideration: the extent to which a leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust
Initiating Structure: the extent to which a leader is task oriented and directs subordinates’ work activities toward goal achievement
88
University of Michigan StudiesUniversity of Michigan Studies
Employee-centered: a leadership behavior that displays a focus on the human needs of subordinates
Job-centered: leadership behavior in which leaders direct activities toward efficiency, cost cutting, and scheduling, with an emphasis on goals and work facilitation
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Ex. 2.3Ex. 2.3 The Leadership Grid The Leadership Grid®® FigureFigure
1,9
Country Club Management
9,9
Team Management
5,5
Middle-of-the-Road
Management
Impoverished Management
1,1
Authority-Compliance
Management
9,1Low
Low Concern for Results High
High
Con
cern
for
Peo
ple
1010
Ex. 2.4Ex. 2.4 Themes of Leader Behavior Themes of Leader Behavior ResearchResearch
People-Oriented Task-Oriented
Ohio State University Consideration Initiating Structure
University of Michigan Employee-Centered Job-Centered
University of Texas Concern for People Concern for Production
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Ex. 2.5Ex. 2.5 Stages of Development of Stages of Development of Individualized LeadershipIndividualized Leadership
1. Vertical Dyad Linkage
Leaders’ behaviors and traits have different
impacts across followers, creating in-groups and
out-groups
2. Leader-Member Exchange
Leadership is individualized for each subordinate.
Each dyad involves a unique exchange
independent of other dyads.
3. Partnership Building
Leaders can reach out to create a positive
exchange with every subordinate. Doing so
increases performance.
4. Systems and Networks
Leader dyads can be created in all directions
across levels and boundaries to build networks
that enhance performance.
1212
Leader Behavior TowardLeader Behavior Toward In-In-Group versus Out-Group MembersGroup versus Out-Group Members
In-group
• Discusses objectives; gives employee freedom to use his or her own approach in solving problems and reaching goals
• Listens to employee’s suggestions and ideas about how work is done
• Treats mistakes as learning opportunities
Out-Group
• Gives employee specific directives for how to accomplish tasks and attain goals
• Shows little interest in employee’s comments and suggestions
• Criticizes or punishes mistakes
1313
Ex. 2.6Ex. 2.6 (contd.)(contd.) In-Group
• Gives employee interesting assignments; may allow employee to choose assignment
• Sometimes defers to subordinate’s opinion
• Praises accomplishments
Out-Group
• Assigns primarily routine jobs and monitors employee closely
• Usually imposes own views
• Focuses on areas of poor performance
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Leader-Member Exchange (LMX)Leader-Member Exchange (LMX)
An individualized leadership model that
explores how leader-member relationships
develop over time and how the quality of
exchange relationships impacts outcomes
1616
FFIn-GroupIn-Group
FFFFFF
FF
FF
Out-groupOut-group
FF
FF
FF
FF
FF
FF
FF
Leader-Member Exchange Model
In groups
•Followers go far beyond their formal job description, and the leader in turn does more for these followers. •Members receive reciprocal attention, more information and concerns from the leader
•small number of trusted followers with whom the leader usually establishes a special higher quality exchange relationship.
•Treats mistakes as learning opportunities.
Leader Member Exchange
1818
Out group
•Followers are not interested in taking on new and different job responsibilities.
•Communication with leader is formal.
•Criticizes or punishes mistakes
Leader Member Exchange
1919
PARTNERSHIP BUILDINGPARTNERSHIP BUILDING
Build positive Relationships with allUse Open Communications
2020
SummarySummary*Leadership – as an influence relationship among leaders *Leadership – as an influence relationship among leaders
and followers who intend “Real Change” and outcomes that and followers who intend “Real Change” and outcomes that reflect their shared purpose.reflect their shared purpose.
*They take personal responsibility to make things happen*They take personal responsibility to make things happen
*Concepts of Leadership have evolved overtime*Concepts of Leadership have evolved overtime
*The biggest challenge facing leaders today is the changing *The biggest challenge facing leaders today is the changing world that wants a new Paradigm of leadership!world that wants a new Paradigm of leadership!
*New reality involves the shift from stability to change and *New reality involves the shift from stability to change and crisis management from control to empowerment and from crisis management from control to empowerment and from competition to collaboration, from uniformity to diversity.competition to collaboration, from uniformity to diversity.