Approaches to the Study of Leadership
• Trait theories (emphasize HR selection?)
• Behavioral theories (emphasize HR training?)
• Contingency theories
Trait Theories
• No set of traits that always occurs • These traits are more strongly and consistently
present in effective leaders:– drive (high energy level)
– desire to lead
– honesty/integrity
– self-confidence
– intelligence
– job-relevant knowledge
Behavioral Theories
• OSU (cont’d.)
• Rating high on both dimensions shows mostly positive results, however– high i.s. can lead to turnover, grievances– high consideration can lead to lower ratings by
the leader’s manager
Behavioral Theories
• Ohio State Studies - two categories of behavior– initiating structure - imposing organization on a
situation– consideration - concern for others; mutual
respect
Behavioral Theories
• University of Michigan studies also found two general dimensions– employee-oriented actions that were
relationship driven– production-oriented actions that concentrated
on the task
• UM studies viewed employee-oriented leaders as the most effective
Behavioral Theories
• Blake and Mouton’s managerial grid– concern for people
– concern for production
• Team management (considered best)• Country club management• Task management• Impoverished management• M-O-R management
Fiedler Contingency Model
• Match up the leader’s approach to employee interaction with position power and task structure
• Least-preferred coworker scale - determines basic style
• Diagnose:– leader-member relations
– position power
– task structure
Fiedler Contingency Model
• Leadership style may be – task-oriented– relationship-oriented
• A relationship-oriented style is best in moderately favorable situations
• A task-oriented style is best in either very favorable or unfavorable situations
Path-Goal Theory
• Ensure unit’s goal compatibility with those of the organization
• Facilitate the progress of employees toward their goals
• Make valued rewards available in the workplace
Path-Goal Theory
• Leader behavior may be:– directive– supportive– participative– achievement-oriented
• Assumes that leaders can change their styles to in view of the work situation (in contrast to Fiedler’s model)
Charismatic Leadership
• Charisma is a leader trait
• It is a form of interpersonal attraction that inspires support and acceptance
• Theory first proposed by House (path-goal theory)
Charismatic Leadership
• Three elements– leader must envision future, set high
expectations, and model behaviors consistent with expectations
– leader must energize others– leader must enable others
Transformational Leadership
• Goes beyond ordinary expectations
• Inspires new ways of thinking
• Stimulates learning by employees
• Transmits a sense of mission
Power Bases
• Reward
• Referent
• Coercive
• Legitimate
• Information
• Expert
adapted from French and Raven
Organizational Culture
• Values, norms and beliefs that are shared among employees and passed along to new organizational members
• Culture evolves, but often slowly
• Strong or weak - strong cultures exercise control
Organizational Culture
• Cultures may manifest themselves in– jargon– dress codes– unwritten rules
• Many of you work – what are some of the aspects of your organization’s culture?
Succession
• Insiders vs. outsiders– Insiders represent a “promotion from within”– Outsiders come from outside the organization
but not necessarily from outside the industry
• Outsiders are more likely to be chosen if:– the last CEO was fired– no internal heir apparent– board has a large % of outside directors
Organizational Decline
• Stages of organizational decline– blinded - decline begins– inaction - will things get better on their own?– faulty action - could be escalation of
commitment or some other mistaken action (executive replacement most likely in this stage)
Organizational Decline
• Stages of organizational decline (cont’d.)– crisis - resources may be getting scarce; last
chance for reversal in competitive environment; otherwise, slow decline continues; bankruptcy (for reorganization) an option
– dissolution - sell company, its assets; bankruptcy (for disposal) possible