bvk leadership

8/3/2019 Bvk Leadership

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Leadership


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After studying this chapter, you

should be able to:

1. Contrast leadership and management

2. List the traits of effective leaders

3. Define and give examples of the Ohio State leadershipdimensions

4. Compare and contrast trait and behavioral theories

5. Describe Fiedlers contingency model

6. Define the qualities of a charismatic leader

7. Contrast transformational with transactional leadership

8. Identify when leadership may not be necessary

9. Explain how to find and create effective leaders


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Leadership vs. Management

Leadership

About coping with

change

Establish direction,

align resources and

inspire

Management

About coping with

complexity

Brings about order

and consistency

Leadership is the ability to influence a group toward

the achievement of a vision or a set of goals.


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TraitTheories

Differentiate leaders from non-leaders by

focusing on personal qualities and characteristics

Extraversion related strongest to leadership

Conscientiousness and openness to experience

also strongly related to leadership

Traits can predict leadership

Traits are better at predicting leader emergence

than leader effectiveness


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BehavioralTheories

Assumes people can be trained to lead

Researched the behaviors of specific

leaders

Provides the basis of

design for training

programs


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Ohio State Studies

Developed two categories of leadership

behavior

Initiating structure - attempts to organize work,

work relationships, and goals

Consideration - concern for followers comfort,

well-being, status, and satisfaction


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University ofMichigan Studies

Employee-oriented - emphasize

interpersonal relations

Production-oriented - emphasize the

technical or task aspects of the job

Employee-oriented behavior leads to

higher productivity and satisfaction


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Contingency Theories

Fiedler Model

Leader-Member Exchange

Theory

Path-goal Theory


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Fiedler Leadership Model

Effective group performance depends on

the proper match between the leaders

style and the degree to which the situation

gives control to the leader

Least-preferred co-worker (LPC)

questionnaire used to determine basicleadership style (assumes this style is

fixed)


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FiedlerContingency

Dimensions

Dimensions define the key situational

factors that determine leadership

effectiveness:

Leader-member relations

Task structure

Position power


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Findings from the Fiedler Model


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Leader-Member Exchange

(LMX) Theory

Leaders do differentiate among followers

Disparities are far from random

Followers with in-group status have:

higher performance ratings

lower turnover intentions

greater satisfaction with their superiors

higher overall satisfaction than those in theout-group


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Leader-Member Exchange (LMX)

Theory


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Path-GoalTheory

Leaders job is to provide followers with theinformation, support or other resources

necessary for them to achieve their goals Four leadership behaviors:

Directive leader

Supportive leader Participative leader

Achievement-oriented leader


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Path-GoalTheory


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Charismatic Leadership

Theory

Followers make attributions of

heroic or extraordinary

leadership abilities when theyobserve certain behaviors


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Key Characteristics of

Charismatic Leaders


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How Charismatic Leaders

Influence Followers

Articulates an appealing vision

Communicates high performance expectations

and expresses confidence that followers canattain them

Conveys, through words and actions, a new setof values and sets an example for followers toimitate

Engages in emotion-inducing behavior todemonstrate courage and convictions about thevision


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The Potential Dark Side of

Charismatic Leadership

Leaders dont necessarily act in the best

interest of the organization

Use organizational resources for personal

benefit

Remake companies in their own image

Allow self-interest and personal goals to

override organizations goals


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Transformational Leadership

Transactional leaders - motivate their

followers in the direction of established

goals by clarifying role and taskrequirements

Transformational leaders - inspire followers

to transcend their own self-interests for thegood of the organization


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Transactional vs.

Transformational Leader


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Full Range ofLeadership Model


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How Transformational Leadership

Works

Followers are encouraged to be more

innovative and creative

Followers pursue more ambitious goals

and have more personal commitment to

them

Vision engenders commitment fromfollowers and greater sense of trust


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Authentic Leadership

Authentic leaders know who they are, know what

they believe in and value, and act on those

values and beliefs openly and candidly If were looking for the

best possible leader, it is not

enough to be charismatic or

visionary one must also beethical and create trust on

the part of followers


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Challenges to the Leadership

Construct

Attribution theory of leadership says that

leadership is merely an attribution that

people make about other individuals

Leaders dont always have an impact on

follower outcomes due to organizational

variables that can neutralize the leadersinfluence or act as substitutes for

leadership


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Finding and Creating Effective

Leaders

Selection:

Personality test to look for traits associated

with leadership

Match leaders to situations

Training:

Train those willing to change their behavior Can teach implementation skills and

transformational skills


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Implications for Managers

Leaders influence group performance

Leadership success depends somewhat on

having the right stuff Leadership depends on the situation

Transformational skills becoming more

important Select and train based on traits and

qualities


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Summary

1. Contrasted leadership and management

2. Listed the traits of effective leaders

3. Defined and gave examples of the Ohio State

leadership dimensions4. Compared and contrasted trait and behavioral theories

5. Described Fiedlers contingency model

6. Defined the qualities of a charismatic leader

7. Contrasted transformational with transactionalleadership

8. Identified when leadership may not be necessary

9. Explained how to find and create effective leaders

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