leadership ppp

8/3/2019 Leadership Ppp

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Basic Approaches toBasic Approaches to

LeadershipLeadership


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What Is Leadership?What Is Leadership? Leadership

The ability to influence a group toward the

achievement of goals

Management

Use of authority inherent in designated formal rankto obtain compliance from organizational members

Both are necessary for organizational success


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TraitTheories of LeadershipTraitTheories of Leadership

Theories that consider personality, social, physical, orintellectual traits to differentiate leaders from nonleaders

Not very useful until matched with the Big Five Personality

Framework

Leadership Traits

Extroversion

Conscientiousness

Openness

Emotional Intelligence (Qualified) Traits can predict leadership, but they are

better at predicting leader emergence than effectiveness.


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TraitTheories of LeadershipTraitTheories of Leadership

Leadership traits Drive

Desire to lead

Honesty & integrity

Self confidence Intelligence

Job relevant knowledge

Extraversion.


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BehavioralTheories of LeadershipBehavioralTheories of Leadership

Theories proposing that specific behaviors differentiate leadersfrom nonleaders

Differences between theories of leadership:

Trait theory: leadership is inherent, so we must identify the

leader based on his or her traits

Behavioral theory: leadership is a skill set and can be

taught to anyone, so we must

identify the proper behaviors

to teach potential leaders


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Important Behavioral StudiesImportant Behavioral Studies

Ohio State University

Found two key dimensions of leader behavior:

Initiating structure the defining and structuring of roles

Consideration job relationships that reflect trust and respect

Both are important University of Michigan

Also found two key dimensions of leader behavior:

Employee-oriented emphasizes interpersonal relationships

and is the most powerful dimension Production-oriented emphasizes the technical aspects of the

job

The dimensions of the two studies are very similar


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Blake and Moutons Managerial GridBlake and Moutons Managerial Grid

Draws on both studies toassess leadership style

Concern for People is

Consideration and

Employee-Orientation

Concern for

Production is Initiating

Structure and

Production-Orientation

Style is determined by

position on the graph


8/22


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Important Behavioral StudiesImportant Behavioral Studies

University of Lowa

Democratic style

Autocratic style Laissez faire style


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Contingency TheoriesContingency Theories

While trait and behavior theories do help us understandleadership, an important component is missing: the

environment in which the leader exists

Contingency Theory deals with this additional aspect of

leadership effectiveness studies

Three key theories:

Fielders Model

Hersey and Blanchards Situational Leadership Theory Path-Goal Theory


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Fiedler ModelFiedler Model

Effective group performance depends on the proper matchbetween leadership style and the situation

Assumes that leadership style (based on orientation

revealed in LPC questionnaire) is fixed

Considers Three Situational Factors: Leader-member relations: degree of confidence and trust in

the leader

Task structure: degree of structure in the jobs

Position power: leaders ability to hire, fire, and reward For effective leadership: must change to a leader who fits the

situation or change the situational variables to fit the current

leader


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Graphic Representation ofGraphic Representation of

Fiedlers ModelFiedlers Model

Used to

determine

which type

of leader touse in a

given

situation


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Assessment ofFiedlers ModelAssessment ofFiedlers Model

Positives: Considerable evidence supports the model,

especially if the original eight situations are

grouped into three

Problems:

The logic behind the LPC

scale is not well understood

LPC scores are not stable

Contingency variables are

complex and hard to

determine


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Fiedlers Cognitive Resource TheoryFiedlers Cognitive Resource Theory

A refinement of Fiedlers original model: Focuses on stress as the enemy of rationality and creator of

unfavorable conditions

A leaders intelligence and experience influence his or her

reaction to that stress

Research is supporting the theory.

Stress Level

Low

High

IntellectualAbilities

Effective

Ineffective

LeadersExperience

Ineffective

Effective


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Hersey & Blanchards Situational LeadershipHersey & Blanchards Situational Leadership

A model that focuses on follower readiness

Followers can accept or reject the leader

Effectiveness depends on the followers response to the

leaders actions

Readiness is the extent to which people have the ability

and willingness to accomplish a specific task

A paternal model:

As the child matures, the adult releases more and more

control over the situation

As the workers become more ready, the leader becomes

more laissez-faire

An intuitive model that does not get much support from the

research findings


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Houses PathHouses Path--GoalTheoryGoalTheory

Builds from the Ohio State studies and theexpectancy theory of motivation

The Theory:

Leaders provide followers with information, support, and

resources to help them achieve their goals Leaders help clarify the path to the workers goals

Leaders can display multiple leadership types

Four types of leaders:

Directive: focuses on the work to be done

Supportive: focuses on the well-being of the worker

Participative: consults with employees in decision-making

Achievement-Oriented: sets challenging goals


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PathPath--Goal ModelGoal Model Two classes of contingency variables:

Environmental are outside of employee control

Subordinate factors are internal to employee

Mixed support in the research findings


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Contemporary view ofContemporary view of

leadershipleadership

Transactional leaders: would motivate people by exchangingrewards for their productivity

Transformational leadership : stimulates & inspires followersto achieve extraordinary results

Charismatic leadership : high energy people who can influencepeople to behave in certain way

Visionary : Ability to articulate a realistic version of the future.


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Managing powerManaging power

Legitimate power

Coercive power

Reward power Expert power

Referent power


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Building trust in the teamBuilding trust in the team

Practice openness

Be fair

Speak your feelings

Tell the truth Show consistency

Fulfill your promise

Maintain confidence

Demonstrate competency


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Gender difference & leadership

leadership ppp

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