Major Approaches to Studying Leadership

1. Heredity2. Graphology3. Astrology4. Phrenology

5. Traits6. Behaviors7. Contingency Theories8. New Frontiers

Leader Behavior Theories of Leadership

Leadership Theory Use of Authority Overall Orientation

McGregor’s Theory X & Y Autocrat vs. Participative

Likert’s 4 Systems Autocrat Benevolent Autocrat Consultative Participative

Harvard Studies Task vs. SocialMichigan Studies Job vs. Employee Centered Ohio State Studies Initiating vs Consideration

Structure Managerial Grid Production vs. People

Narrow Definition General Definition

Leadership Questionnaires: Scoring Keys

Leadership Style Questionnaire

Total of: a+d+e+g+j+l+m+o+r+s = “X” ScoreTotal of: b+c+f+h+i+k+n+p+q+t = “Y” Score“Y” - “X” = score

T-P Questionnaire

Task = 1+2+4+6+7+9+11+12(R)+13+14+16+17(R)+20+21+23+25+27+29+31+33

People = 3+5+8(R)+ 10+15+18(R)+19(R)+22+24+26+28+30(R)+ 32+34(R)+35(R)

Where (R) means you reverse code the responses

Managerial Grid

1,9 9,9Country Team Club

5,5Middle of the Road

Push for Impoverished Production1,1 9,1

987654321

1 2 3 4 5 6 7 8 9

High

Low

Concern for People

Concern for Production

Tannenbaum & Schmidt

Manager’s Use of Authority

Area of Freedom for Subordinates

Styles of Leadership

Fiedler’s Contingency theory

Leader-Member Good Relations Poor RelationsRelations

TaskStructure

Leader Power Position

Structured Unstructured Structured Unstructured

Strong Weak Strong Weak Strong Weak Strong Weak

1 2 3 4 5 6 7 8

Leader Production Employee Production Style Centered Centered Centered

Very Situational Favorableness Very Favorable Unfavorable

Path-Goal Theory of Leadership

Leader Subordinate Subordinate Behavior Perceptions Outcomes

Type ofSubordinate

Type of Task

Directive Valence EffortSupportive Expectancy MotivationAchievement Instrumentality PerformanceParticipative Satisfaction

Hersey and Blanchard’s Life Cycle Theory

Task BehaviorLow High

High

Low

Relationship Behavior

Maturity (Readiness) Level of Subordinates

High Low

Vertical Dyad Linkage Model(Leader-Member Exchange LMX)

Leader

Out-group In-group

Operant Approach to Leadership (Leader Reward Behavior)

Antecedent Behavior Consequence

S B +RD

Discriminative Behavior Positive Stimulus Response Reinforcement

Leader Behavior Leader Behavior

Substitutes for Leadership

Characteristics Relationship Task

Substitute for Leader Behaviors

Subordinate Characteristics Ability & Experience X Need for Independence X X “Professional” Orientation X XTask Characteristics Routine Tasks X Clear Feedback provided by Task X Intrinsically Satisfying Task XOrganizational Characteristics Formalization X Cohesive Work Groups X X Org. Rewards Outside Leader’s Control X X

Transformational Leadership

Three Characteristics:

1. Charismatic Behavior - instills prideinstills faithinstills a sense of vision

2. Individual Consideration - delegates to stimulate learninga Human Resource Style

3. Intellectual Stimulation - encourages development of new ideasencourages rethinking old ideasencourages risk taking

Contrast to Other Leadership Theories:A. Focuses attention on the leader per se not on leader-subordinate relations.B. Focuses on the total organization

Attribution Theory of Leadership

Traditional Leadership Theory

L P

Attribution Theory of Leadership

P L

Successful Leaders: Those who are able to attach themselvesto successes and disassociate themselvesfrom failures.

Time Span of Discretion

President A

President B

Action 1 Outcome 1

Time Span of Discretion

Action 2

Time

Attachment Process

Putting it all together

Classification Schemes

e.g., Content vs. Process

“Use” Perspective

e.g., Selection & Placement vs. Training & Development

Leadership Themes

Executive Leadership

A Thematic Approach to Leadership

Transformational

Transactional Conditional

Organization

Individual Group

Renewal

Compliance Commitment

Leader VDL Path Life Contin- DecisionReward Goal Cycle gency Making

Transformational

Executive Leadership

Selection of the Leader

LeaderBehaviors

Organizational,Group, Subordinate

Performance

Retention,Succession

Individual Differences

Attribution Transformational, Attribution Theory Conditional, Theory

Transactional