Leadership• What Does Leadership Involve?What Does Leadership Involve?

• Trait Behavioral Theories of LeadershipTrait Behavioral Theories of Leadership

• Situational TheoriesSituational Theories

• From Transactional to Charismatic From Transactional to Charismatic LeadershipLeadership

• Additional Perspectives on LeadershipAdditional Perspectives on Leadership

Leadership

• Leadership Leadership influencing employees to voluntarily pursue organizational goals

High

Consideration

And

Low

Structure

High

Structure

And

High

Consideration

Low

Consideration

And

Low

Structure

High

Structure

And

Low

Consideration

con

sid

erat

ion

(lo

w)

(high)

(h

igh

)

(low) Initiating Structure

The Ohio State Leadership Quadrants

Representation of Fiedler’s Contingency Model

Situational Control

High Control Situations Moderate Control Situations

Low Control Situations

Leader-member relations

Good Good Good Good

Poor Poor Poor Poor

Task Structure

High High Low Low High High Low Low

Position Power

Strong Weak Strong Weak

Strong

Weak Strong

Weak

Situation I II III IV V VI VII VIII

Optimal Leadership Styles

Task-motivated leadership Relationship-

Motivated Leadership

Task-Motivated Leadership

House’s Revised Path-Goal Theory

Leader Behaviors

Path-goal clarifying

Achievement oriented

Work facilitation

Supportive

Interaction facilitation

Group oriented-

decision making

Representation and

networking

Value based

Employee Characteristics

Locus of control

Task ability

Need for achievement

Experience

Need for clarity

Environmental Factors

Task structure

Work group dynamics

Leadership Effectiveness

Employee motivation

Employee satisfaction

Employee performance

Leader acceptance

Work-unit performance

Types of Leadership

• Charismatic LeadershipCharismatic Leadership Followers make attribution of heroic or extraordinary

leadership abilities when they observe certain behaviors

• Transactional LeadershipTransactional Leadership Leaders who guide or motivated their followers in the

direction of established goals by clarifying role and task requirements

• Transformational LeadershipTransformational Leadership Leaders who provide individualized consideration and

intellectual stimulation

• Visionary LeadershipVisionary Leadership The ability to created and articulate a realistic, credible,

attractive vision for the future of an organization

The Leader-Member Exchange (LMX Model)

• This model is based on the idea that one of two distinct types of leader-member exchange relationships evolve, and these exchanges are related to important work outcomes.– in-group exchange: a partnership

characterized by mutual trust, respect and liking

– out-group exchange: a partnership characterized by a lack of mutual trust, respect and liking

• Research supports this model

14-12

• Represent situational variables that can substitute for, neutralize, or enhance the effects of leadership.

• Research shows that substitutes for leadership directly influence employee attitudes and performance.

Substitutes for Leadership

Substitutes for LeadershipCharacteristic Of the Subordinate

Relationship-Oriented or Considerate Leader Behavior is Unnecessary

Task-Oriented or Initiating Structure Leader Behavior is Unnecessary

1) Ability, experience, training, knowledge

X

2) Need for independence X X

3) “Professional” orientation X X

4) Indifference toward organizational rewards

X X

Substitutes for LeadershipCharacteristicOf the Task

Relationship-Oriented or Considerate Leader Behavior is Unnecessary

Task-Oriented or Initiating Structure Leader Behavior is Unnecessary

5) Unambiguous and routine X

6) Methodically invariant X

7) Provides its own feedback concerning accomplishment

X

8) Intrinsically satisfying X

Substitutes for LeadershipCharacteristicOf the Organization

Relationship-Oriented or Considerate Leader Behavior is Unnecessary

Task-Oriented or Initiating Structure Leader Behavior is Unnecessary

9) Formalization X

10) InflexibilityX

11) Highly specified and active advisory and staff functions

X

12) Closely knit, cohesive work groups

X X

Substitutes for Leadership

CharacteristicOf the Organization Cont.

Relationship-Oriented or Considerate Leader Behavior is Unnecessary

Task-Oriented or Initiating Structure Leader Behavior is Unnecessary

13) Organizational rewards not within the leader’s control

X X

14) Spatial distances between superior and subordinates

XX

Servant Leadership

• Servant Servant LeadershipLeadership focuses on increased service to others rather than to oneself

Characteristics of Servant- Leader

• Listening• Empathy• Healing• Awareness• Persuasion• Conceptualization• Foresight• Stewardship• Commitment to the growth of the people• Building Community

The Managerial Grid

Exertion of minimum effort to get required work done is appropriate to sustain organization membership.

Efficiency in operations resultsfrom arranging conditions ofwork in such a way that humanelements interfere to a minimumdegree.

9

2 3 4 5 6 7 8 9Low High

Concern for production

Low

High

8

7

6

5

4

3

2

1

1

1,9Country club management

Thoughtful attention to needsof people for satisfying relation-ships leads to a comfortable,friendly organization atmos-phere and work tempo.

9,9Team management

Work accomplishment is fromcommitted people who have a"common stake" in organization'spurpose.This leads to relationshipsof trust and respect.

1,1Impoverished management

9,1Authority-obedience

5,5Middle-of-the-road managementAdequate organization performance ispossible through balancing the necessityto get out work with maintaining moraleof people at a satisfactory level.

Con

cern

for

peo

ple

MIND

Rational

Consulting

Persistent

Problem solving

Tough- minded

Analytical

Structured

Deliberate

Authoritative

Stabilizing

Position power

SOUL

Visionary

Passionate

Creative

Flexible

Inspiring

Innovative

Courageous

Imaginative

Experimental

Initiates change

Personal power

S3 S2

S1S4

Highlow

Hig

hL

ow

Delegating

Telling

Task Behavior

Su

pp

orti

ve B

ehav

ior

LowHigh

Follower Readiness LowHigh

ExplainDecisions& provideOpportunity For clarification

Share ideasAnd facilitateIn Decision making

Participating Selling

ProvideSpecificInstructionsAnd closelySuperviseperformance

Turn overResponsibilityfor decisionAnd implementation

High ( R4 ) Moderate high R3 R2 Moderate Low Low ( R1 )

Able and

Willing or

Confident

Able but

Unwilling or

Insecure

Unable but

Willing

Or Confident

Unable and

Unwilling

Or insecure

Group

Readiness

Level 4

“Self managing Group”

Group

Readiness

Level 3

Group

Readiness

Level 2

Group

Readiness

Level 1

“Chaos”

Goal Goal Goal Goal

Group Readiness

“From Chaos to Self-Management

Goal Alignment at Different Group Readiness Levels

The Leader’s Situational Role in Groups )M= member(

Group Leadership The Leader’s Situational Role

Involving Participating

ClarifyingSelling

Defining Telling

Empowering Delegating

R3 R2

R1R4

Leader

MMM

M

M

M

M

M

MMM

M

M

M

M

Leader

MMM

M

M

MM

M

Leader

M MM

M M M

MMM

Leader

Source: Hersey, Paul & Blanchard, Kenneth with Johnson, Dewey E, “Management of Organizational Behavior” 7th Edition, USA, Prentice –Hall, P.533.

S3 S2

S1S4

EnablingEnvision and

Develop the

Required

actions

& Roles

EnlistingFacilitate

Commitment

& Participate

in Decision

& Implementation

EnforcingEndorsing

HighLow Structuring Actions

Low High Organizational Readiness

Insp

irin

g A

ctio

ns

Hig

hL

ow

Sponsor theTransformation& MonitorProgress

Destroy theStatus Quo& ImplementNew Structure

Fixated

Fragmented

Resistant

Inept but

Cooperative

& Concerned

Perceptive But

Divided &

Ambivalent

Versatile

Integrated

Committed

Source of

Power

OR-4 OR-3 OR-2 OR-1

Source: Hersey, Paul & Blanchard, Kenneth with Johnson, Dewey E.1996 , “Management of Organizational Behavior” 7th Edition, USA, Prentice –Hall, P.529.

Learning

Culture

Competing

Culture

Stagnating

Culture

Conserving

Culture

Flexible with Regard to External Environment

(Able)

Parochial

Orientation(Unwilling)

Organizational Commitment

(Willing)

Rigid with Regard to Status Quo(Unable)

Versatile

Integrated

Committed

Perceptive but

Divided &

Ambivalent

Inept but

Cooperative

& Concerned

Fixated

Fragmented

& Resistant

OR-4OR-3

OR-1 OR-2