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Basic Approaches

to Leadership
What Is Leadership?

Leadership
The ability to influence a
group toward the
achievement of goals.

Management
Use of authority inherent
in designated formal rank
to obtain compliance from
organizational members.

11–2
Leadership/Management
Management
 Leadership

Ø Maintaining the status quo Ø Coping with change


Ø Coping with day to day Ø Establish direction by
complexity (planning, developing a vision &
structuring, monitoring) communicating it
Ø Use authority to attain
compliance &
implementing the vision
& strategy

11–3
Leadership
Ø Leadership involves other people (followers)
Ø It involves unequal distribution of power
Ø It involves the ability to use power to influence
followers
Ø Leadership is about values

11–4
15.2

Consequences of Using 5 Types of Power

Type of power used by leader Most likely response from followers

§Expert Commitment
§Referent

§Reward Compliance
§Legitimate

§Coercive Resistance

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Trait Theories

Traits Theories of
Leadership Leadership
LeadershipTraits
Traits::
Theories that consider ••Ambition
Ambitionand
andenergy
energy
personality, social, ••The
Thedesire
desireto
tolead
lead
physical, or intellectual
••Honest
Honestand
andintegrity
integrity
traits to differentiate
leaders from non-leaders. ••Self-confidence
Self-confidence
••Intelligence
Intelligence
••High
Highself-monitoring
self-monitoring
••Job-relevant
Job-relevant
knowledge
knowledge

11–6
Trait Theories

Limitations
Limitations::
••No
Nouniversal
universaltraits
traitsfound
foundthat
thatpredict
predict
leadership
leadershipininall
allsituations.
situations.
••Traits
Traitspredict
predictbehavior
behaviorbetter
betterin
in“weak”
“weak”
than
than“strong”
“strong”situations.
situations.
••Unclear
Unclearevidence
evidenceof ofthe
thecause
causeand
andeffect
effectof
of
relationship
relationshipofofleadership
leadershipand andtraits.
traits.
••Better
Betterpredictor
predictorof ofthe
theappearance
appearanceof of
leadership
leadershipthan
thandistinguishing
distinguishingeffective
effective
and
andineffective
ineffectiveleaders.
leaders.

11–7
Behavioral Theories

Behavioral Theories of Leadership


Theories proposing that specific behaviors
differentiate leaders from non-leaders.

••Trait
Traittheory:
theory:
Leaders
Leadersareareborn,
born,not
notmade.
made.
••Behavioral
Behavioraltheory:
theory:
Leadership
Leadershiptraits
traitscan
canbe
betaught.
taught.

11–8
Ohio State Studies

Initiating Structure
The extent to which a leader is
likely to define and structure his
or her role and those of sub-
ordinates in the search for goal
attainment.

Consideration
The extent to which a leader is likely to have job
relationships characterized by mutual trust, respect
for subordinate’s ideas, and regard for their feelings.

11–9
University of Michigan Studies
Employee-Oriented Leader
Emphasizing interpersonal relations; taking a
personal interest in the needs of employees and
accepting individual differences among members.

Production-Oriented Leader
One who emphasizes technical
or task aspects of the job.

11–10
The Managerial Grid
Country Club 9 Team
Management
1,9 9,9 Management
8
High
7

6
Concern for People

4 5,5 Middle-of-the-Road
Management
3

Low 1,1 9,1


Impoverished 1 2 3 4 5 6 7 8 9 Task-oriented
Management Management
Low Concern for Production High

Source: Based on dimensions described in R.R. Blake and J.J. Mouton, Building a Dynamic
Corporation Through Grid Organizational Development, Reading, MA: Addison Wesley, 1969.
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Scandinavian Studies

Development-Oriented Leader
One who values experimentation,
seeking new ideas, and generating
and implementing change.

Researchers in Finland and Sweden


question whether there are only two
dimensions (production-orientation
and employee-orientation) that
capture the essence of leadership
behavior. Their premise is that in a
changing world, effective leaders
would exhibit development-oriented
behavior.

11–12
Contingency Theories
Fiedler’s Contingency Model
The theory that effective group performance depend
on a proper match between a leader’s style of
interacting with subordinates and the degree to
which the situation gives control and influence to the
leader.

Least Preferred Co-Worker (LPC)


Questionnaire
An instrument that purports to
measure whether a person is task-
or relationship-oriented.

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Fiedler’s Model: Defining the Situation

Leader-Member Relations
The degree of confidence, trust, and respect
subordinates have in their leader.

Task Structure
The degree to which the job assignments are
procedurized.

Position Power
Influence derived from one’s formal structural
position in the organization; includes power to hire,
fire, discipline, promote, and give salary increases.
11–14
Findings from Fiedler Model

E X H I B I T 11–2

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Cognitive Resource Theory

Cognitive Resource Theory


A theory of leadership that states that stress (a situational
variable) can unfavorably affect a situation and that intelligence
and experience (leadership variables) can lessen the influence
of stress on the leader.

Research
ResearchSupport
Support: :
•Less
•Lessintelligent
intelligentindividuals
individualsperform
performbetter
betterininleadership
leadership
roles
rolesunder
underhigh
highstress
stressthan
thando
domore
moreintelligent
intelligent
individuals.
individuals.
•Less
•Lessexperienced
experiencedpeople
peopleperform
performbetter
betterininleadership
leadership
roles
rolesunder
underlow
lowstress
stressthan
thando
domore
moreexperienced
experiencedpeople.
people.

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Hersey and Blanchard’s Situational Leadership
Theory

Situational Leadership Theory (SLT)


A contingency theory that focuses on followers’
readiness.
Unable and Unable but Able and Able and
Unwilling Willing Unwilling Willing

Follower
Follower readiness:
readiness:
ability
ability and
and willingness
willingness

Leader:
Leader: decreasing
decreasing need
need
for
for support
support and
and supervision
supervision

Directive High Task and Relationship Supportive Monitoring


Orientations Participative

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Leadership Styles and Follower Readiness
(Hersey and Blanchard)

Follower Unwilling Willing


Readiness

Able Supportive
Participative Monitoring

Leadership
Styles
High Task
Directive and
Unable
Relationship
Orientations

11–18
Leader–Member Exchange Theory

Leader-Member Exchange (LMX) Theory


Leaders create in-groups and out-groups, and
subordinates with in-group status will have higher
performance ratings, less turnover, and greater job
satisfaction.

11–19
Leader-Member Exchange Theory

E X H I B I T 11–3

11–20
Path-Goal Theory

Path-Goal Theory
The theory that it is the leader’s job
to assist followers in attaining their
goals and to provide them the
necessary direction and/or support
to ensure that their goals are
compatible with the overall
objectives of the group or
organization.

11–21
The Path-Goal Theory

E X H I B I T 11–4

11–22
Leader-Participation Model

Leader-Participation Model (Vroom and Yetton)


A leadership theory that provides a set of rules to
determine the form and amount of participative
decision making in different situations.

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Contingency Variables in the Revised
Leader-Participation Model
1.Importance of the decision
2.Importance of obtaining follower commitment to the decision
3.Whether the leader has sufficient information to make a good decision
4.How well structured the problem is
5.Whether an autocratic decision would receive follower commitment
6.Whether followers “buy into” the organization’s goals
7.Whether there is likely to be conflict among followers over solution alternatives
8.Whether followers have the necessary information to make a good decision
9.Time constraints on the leader that may limit follower involvement
10.Whether costs to bring geographically dispersed members together is justified
11.Importance to the leader of minimizing the time it takes to make the decision
12.Importance of using participation as a tool for developing follower decision skills

E X H I B I T 11–5

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