Leadership Theories

Trust men and they will be true to you; treat them greatly and they will show themselves to be great.Ralph Waldo Emerson

Leadership Models Model One: authoritarian, democratic or laissez-faire

Model Two: task vs interpersonal

AuthoritarianA style of leadership in which the leader uses strong, directive, controlling actions to enforce the rules, regulations, activities and relationships in the work environment.Organizational Behavior, Nelson & Quick

Authoritarian Sets goals individuallyEngages primarily in one-way, downward communicationControls discussions of followersSets policy and procedures unilaterally Dominates interactionPersonally directs the completion of tasksProvides infrequent positive feedbackRewards obedience and punishes mistakesExhibits poor listening skillsUses conflict for personal gain

DemocraticA style of leadership in which the leaders takes collaborative, responsive, interactive actions with followers concerning the work and the work environment.Organizational Behavior, Nelson & Quick

DemocraticInvolves followers in setting goalsEngages in two-way, open communicationFacilitates discussion with followersSolicits input regarding determination of policy and proceduresFocuses interactionProvides suggestions and alternatives for the completion of tasksProvides frequent positive feedbackRewards good work and uses punishment only as a last resortExhibits effective listening skillsMediates conflict for group gain

Laissez-Faire (leave them alone)A style of leadership in which the leader fails to accept the responsibilities of the position.Organizational Behavior, Nelson & Quick

Laissez-FaireAllows followers free rein to set their own goalsEngages in noncommittal, superficial communicationAvoids discussion with followers to set policy and proceduresAvoids interactionProvides suggestions and alternatives for the completion of tasks only when asked to do so by followersProvides infrequent feedback of any kindAvoids offering rewards or punishmentsMay exhibit either poor or effective listening skillsAvoids conflict

Interpersonal OrientationSolicits opinionsRecognizes the positions, ideas, and feelings of othersEngages in flexible, open communicationListens carefully to othersMakes requestsFocuses on feelings, emotions, and attitudes as they relate to personal needsEmphasizes productivity through the acquisition of personal skillsMost often communicates orallyMaintains an open door policy

Task OrientationDisseminates informationIgnores the positions, ideas and feelings of othersEngages in rigid, stylized communicationInterrupts othersMakes demandsFocuses on facts, data and information as they relate to tasksEmphasizes productivity through the acquisition of technical skillsMost of the time communicates in writingMaintains a closed door policy

Studies that Identified Communication Patterns of LeadersThe Michigan Leadership StudiesThe Ohio State Leadership StudiesMcGregors Theory X and Theory YBlake and McCanses Leadership Grid

The Michigan Leadership StudyConducted shortly after WWIIOne dimensional Identified two basic leadership styles:Production orientedEmployee orientedA building block for newer leadership studies

Ohio State Leadership StudiesAfter WWIIMeasured specific leader behaviorsIdentified two dimensionsConsiderationInitiating StructureA leader could possess varying amounts of both dimensions

Theory X and Theory YDouglas McGregor, MIT ProfessorIdentified two approaches to supervision:Theory X: These managers think people do not like to work and like strict supervision. Theory Y: These managers think work is a source of satisfaction and want the responsibility.

Theory X People dont like to work and will avoid it.People do not have ambition and want to be led or controlled.The threat of punishment makes them work.People do not want responsibility.People are resistant to change.People are gullible and not very smart.

Theory YThe average person does not inherently dislike work. People will exercise self-direction and self control in the performance of their jobs.The average person learns under proper circumstances not only to accept to but to seek responsibility.The proper leadership can bring out these qualities in workers.

Blake and McCanses Leadership GridHas also been called the Managerial GridFocuses communication styles1,1 Impoverished Mgt9,1 Authority-Compliance5,5 Middle of the Road Management1,9 Country Club Management9,9 Team Management

Traits Approach to LeadershipBorn with leadership traitsNot sure what those characteristics were:HeightWeightAppearanceIntelligenceDispositionInconsistent findingsCertain traits may enhance the perception that somebody is a leader

Trait ApproachSituational ApproachesFiedlers Contingency Model of LeadershipPath-Goal TheoryHersey and Blanchards Situational Leadership TheoryLeader-Member Exchange Theory

ResearchInterpersonal FactorsEmotional stabilitySelf confidenceManage conflictCognitive FactorsIntelligence>problem solving and decision makingAdministrative FactorsPlanning and organizational skillsKnowledge of work being performed

Situational Approaches to Leadership StudyFiedlers Contingency Model of LeadershipPath-Goal TheoryHersey and Blanchards Situational Leadership TheoryLeader-Member Exchange Theory

Fiedlers Contingency ModelLeast Preferred Co-Worker Leader Situation has 3 dimensions:Position PowerTask StructureLeader-Member RelationsLeader effectiveness in a given situation is affected by their LPC score.Criticism of the theory

Path Goal TheoryBased on expectancy theoryMotivate followers through communication and situations. Communication styles are:Directive LeadershipSupportive LeadershipParticipative LeadershipAchievement-oriented Leadership Situational Factors: Nature of FollowersNature of Tasks

Leader Roles in the Path-Goal ModelPath ClarificationLeader defines what follower needs to do to gain outcomesLeader clarifies followers work rolesFollower gains knowledge and confidenceFollower is motivated and shows increased effortOrganizational goals are achieved

Leader Roles in the Path-Goal ModelIncrease rewardsLeader finds out about followers needsLeader matches followers needs to rewards if work outcomes are accomplishedLeader increases value of work outcomes for followerFollower is motivated and shows increased effortOrganizational goals are achieved

Situational Leadership TheoryHersey and Blanchard say the level of maturity of a worker plays a role in leadership behaviorMaturity consists of:Job maturity talks-related abilities, skills and knowledgePsychological maturity feelings of confidence, willingness and motivationFollower readinessLeader behavior

Situational Leadership Theory

Leader Member Exchange (LMX)How leaders develop relationships with followersIn groupOut groupSatisfactionStressWork load

Functional Approach to LeadershipAbility to communicate like a leader determines leadershipTheoriesBarnardBenne and Sheats

The Vroom-Jago Contingency ModelA contingency model that focuses on varying degrees of participative leadership, and how each level of participation influences quality and accountability of decisions.

Five Leader Decision StylesLeader decidesLeader consults individualsLeader consults the groupLeader acts as a facilitator for the groupLeader delegates decision to the group

Diagnostic QuestionsDecision significanceHow significant is this decision for the project or organization?Importance of commitmentHow important is subordinate commitment to carrying out the decision?Leader expertiseWhat is the level of the leaders expertise in relation to the problem?Likelihood of commitmentIf the leader were to make the decision alone, would subordinates have high or low commitment?

Diagnostic Questions

Group support for goalsWhat is the degree of subordinate support for the teams or organizations objectives at stake in this decision? Goal expertiseWhat is the level of group members knowledge and expertise in relation to the problem?Team ConsequenceHow skilled and committed are group members to working together as a team to solve problems?

ReferencesDebra L. Nelson and James Campbell Quick, Organizational Behavior (Ohio: Thomson, 2006) 148-177.Michael Z. Hackman and Craig E. Johnson, Leadership (Illinois: Waveland Press, 2004) 35-87.Richard L. Daft, The Leadership Experience (Ohio, Thomson, 2008) 45-71.