who are directive or permissive

toward subordinates, and the

extent to which they are
Leadership Behavior: What do participative or autocratic in their
decision making.
Leaders do?
1. Participative Versus Autocratic
Leadership Behavior
 The Autocratic-Delegation
Continuum Model – an
approach to leadership
recognizing that leaders allow
followers to have different 2. Person-oriented Versus
degrees of decision-making Production-oriented leaders
power, ranging from autocratic,  Initiating structure
through participative, to (production-centered) –
delegating. activities by a leader designed
 Autocratic(leadership to enhance productivity,
style) - style of leadership in having a task-oriented style.
which a leader makes all  Consideration (person-
decisions unilaterally. oriented) – actions by a
 Delegation (leadership leader that demonstrate
style) - style of leadership in concern with the welfare of
which a leader allows subordinates, having a
employees to make their person-oriented style
own decisions.
 Participative leadership
style - style of leadership in
which a leader solicits
opinions from subordinates
before making decisions.

 Two-dimensional model of
subordinate participation – an
approach to leadership that
distinguishes between leaders
Grid Training – a multistep process
designed to cultivate within leaders a
concern for people and a concern for
production.
Leaders and Followers
The Leader-Member Exchange (LMX)
Model – a theory suggesting that
leaders form different relations with
various subordinates and that the nature
of such dyadic exchanges can exert
strong effects on subordinates’
performance and satisfaction.
 In-group – is favored by the
leader. They receive considerably
more attention from the leader
and larger shares of the
resources they have to offer
(such as time and recognition).
 Out-group – is disfavored by
leaders. They receive fewer
valued resources from their
leaders.
The Challenge of Leading Work
Teams
Guidelines to achieve success as
a team leader:
1. Work at building trust and
inspiring teamwork
2. Concentrate on expanding team
capabilities
3. Attempt to create a team identity
4. Are encouraged to make the
most of differences between
members
5. Try to foresee and influence
change
Contingency theories of leadership
effectiveness – any of several theories
that recognize that certain styles of
leadership are more effective in some
situations than others.
Two common themes:
 All adopt a contingency approach
 All concerned with the issue of
leadership effectiveness.
1. LPC Contingency Theory – a
theory suggesting that leader
effectiveness is determined both by
 characteristics of leaders (their LPC
scores) and by the level of situational
control they are able to exert over
subordinates.
LPC - Short for “esteem for least
preferred coworker”—a personality
variable distinguishing between
individuals with respect to their
concern for people (high LPC) and
their concern for production (low
LPC).
Three Factors:
1. The nature of the leader’s
relations with group members
(the extent to which he or she
enjoys their support and loyalty)
2. The degree of structure in the
task being performed (the
extent to which task goals and
subordinates’ roles are clearly
defined)
3. The leader’s position power
Leader match – the practice of
matching leaders (based on their LPC
scores) to the groups whose situations
best match those in which they are
expected to be most effective (according
to LPC contingency theory).
2. Situational Leadership Theory – a
theory suggesting that the most
effective style of leadership—either
delegating, participating, selling, or
telling—depends on the extent to
which followers require guidance and
direction, and emotional support.
Two Variables:
1. Task behavior – guidance and
direction
2. Relationship behavior –
emotional support
Delegating - low levels of task
behavior and low levels of
relationship behavior are required. It
is the best way to treat followers that
is, turning over to them the
responsibility for making and
implementing their own decisions.
Participating - low levels of task
behavior, but high levels of
relationship (supportive) behavior
are required. Conditions in which
followers need very little guidance
with respect to how to do their jobs,
but considerable emotional hand-
holding and support to motivate
them.
Selling - Followers still lack the skill
to be able to succeed, although in
this case, they require more
emotional support.
Telling - Situations in which
followers need a great deal of
direction from their leaders but don’t
need much emotional support from
them.
 3. Path-Goal Theory – a theory of
leadership suggesting that
subordinates will be motivated by
a leader only to the extent they
perceive this individual as helping
them to attain valued goals.
Four Basic Styles:
1. Instrumental (directive) – an
approach focused on providing
specific guidance and establishing
work schedules and rules.
2. Supportive – a style focused on
establishing good relations with
subordinates and satisfying their
needs.
3. Participative – a pattern in which
the leader consults with
subordinates, permitting them to
participate in decisions.
4. Achievement-oriented – an
approach in which the leader sets
challenging goals and seeks
improvements in performance.
Two Aspects:
1. Characteristics of Subordinates
2. Aspects of the work environment
Leadership Development:
Bringing Out the Leader Within
You
Leadership Development – the
practice of systematically training people
to expand their capacity to function
effectively in leadership roles.
Three Major areas of emphasis:
 Developing networks of social
interaction between people, close
ties within and between
organizations
 Developing trusting relationships
between oneself and others
 Developing common values and
shared visions with others
1. 360-Degree Feedback – the
process of using multiple sources
from around an organization, and
outside it, to evaluate the work of an
individual—often used for leaders to
learn what people think about them.
2. Assessment centers – sessions in
which a variety of techniques are
used to determine how people
behave under various standardized
conditons.
3. Networking – a leadership
development tool designed to help
people make connections to others
to whom they can turn for
information and problem solving.
4. Executive Coaching – a technique
of leadership development that
involves custom-tailored, one-on-one
learning aimed at improving an
individual leader’s performance.
5. Mentoring – in which employees
receive help, either formally or
informally, from more experienced
colleagues in the organization as a
means of helping them develop their
careers.
6. Job Assignments - assigning them
to positions that allow them to gain
”on the job” experience.
7. Action Learning – a leadership
development technique involving a
continuous process of learning and
reflection that is supported by
colleagues and that emphasizes
getting things done