leadership lect 2 (01 oct 13)

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Traits, Behaviors, and Relationships

Lecture 2 : Leadership Theories

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Lecturer: Prof. Dato’ Dr. Che Musa Che Omar


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Your Leadership ChallengeIdentify the strengths you can bring to a

leadership role.

Outline some personal traits and characteristics that are associated with effective leaders.

Recognize autocratic versus democratic leadership behavior and the impact of each.

Know the distinction between people-oriented and task-oriented leadership behavior and when each should be used.



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Your Leadership Challenge (cont.)

Understand how the theory of individualized leadership has broadened the understanding of relationships between leaders and followers.

Distinguish among various roles leaders play in organizations, including operations roles, collaborative roles, and advisory roles, and where your strengths might best fit.



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Theories of Leadership

• Great Man Theories

• Contingency Theories

• Path-Goal Theory

• Trait Theories

• Behavior Theories

• Influence Theories

• Relational Theories


Great Man Theories

Ideological theory that "great" leaders possess

characteristics or traits not found in the rest of the

population.

This concept is based on the belief that great leaders

are not made but born with unique characteristics

which allow them to rise to the occasion during

difficult periods in history to overcome obstacles and

leader their nation successfully.

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Contingency Theory

• This is a leader match theory because it tries to match leaders to appropriate situations

• A leader’s effectiveness depends on how well the leader’s style fits the context

• The theory was developed by studying the styles of leaders in situations and whether they were effective (primarily in military organizations)

• Concerned with styles and situations


Contingency Theory

Leadership styles are either – task motivated or – relationship motivated

Situations have three factors: 1.leader-member relations, 2.task structure and, 3.position power


Path-Goal Theory

Path Goal theory is about how leaders motivate subordinates to accomplish designated goals

•The stated goal of leadership is to enhance employee performance and employee satisfaction by focusing on employee motivation

•Emphasizes the relationship between the leader’s style and characteristics of the subordinates and the work setting

•The leader must use a style that best meets the subordinates motivational needs


Path-Goal Theory


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The 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


The Trait Approach

• Focuses on:– Personal attributes: high energy level,

tolerance for stress, emotional maturity, integrity, self-confidence

– Motivation: need for power, achievement, affiliation

– Skills: technical, conceptual, interpersonal

Thomas Carlyle (1907) commented that “the history of the world was the biography of great men”


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Personal Characteristics of Leaders

Personal Characteristics• Energy• Passion• Physical staminaIntelligence and Ability• Intelligence, cognitive ability• Knowledge• Judgment, decisivenessPersonality• Optimism• Self-confidence• Honesty and integrity• Enthusiasm• Charisma• 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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Behavior 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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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


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Ohio 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


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University 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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The Leadership Grid® Figure

(adapted)

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

Co

nce

rn f

or

Peo

ple


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Themes of Leader Behavior Research

Study Area 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


Individualized Leadership

• … a theory based on the notion that a leader develops a unique relationship with each subordinate or group member, which determines how the leader behaves toward the member and how the member responds to the leader.

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Stages of Development of Individualized Leadership

.


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Leader Behavior Toward In-Group 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


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Ex. 2.6 (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

Leader Behavior Toward In-Group versus Out-Group Members (cont…)


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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


Three Types of Leadership Roles

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Transformational Leadership• Leadership is the process of inspiring a

group to pursue goals and attain results.• 4 components:

Intellectual stimulation Individualized consideration

Idealized influence Inspirational motivation

Transformational leadership is strongly related to work unit effectiveness; especially idealized influence (Lowe, Kroeck, & Sivasubramaniam, 1996)


Cross-Cultural Leadership Issues

Japanese vs. American managers (Graen & Wakabayashi, 1994):

– Language differences– Japanese perception that Americans have

underdeveloped sense of obligation to company– Americans do not understand Japanese tendency to not

use punishment for insubordination– Americans see lack of perks as loss of status– Americans do not spend entire career in one company

There is not a single conceptualization of leadership


Leadership vs. Management

• Mintzberg (1973) stated that leadership was merely a form or subset of management.

Figurehead Negotiator Liaison Monitor Disseminator

Minzberg also suggested that managers had the following roles or functions:

Spokesman Entrepreneur Distribution

handler Resource allocator


Leadership vs. Management

Other researchers (Bennis & Nanus, 1985) suggest that there are differences between leaders and managers.

– “To manage means to bring about, to accomplish, to have charge of or responsibility for, to consider!”

– “Leading is influencing, guiding in direction, course, action, opinion.”

– Leaders are people who do the right thing.


Thank You For Your Kind Attention

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