Leadershop Skills Part 2

09/03/2024
The Trait Era – Assumptions and

Findings
Assumptions Findings
 Leaders are born  No single trait or
Chapter 3 set of traits clearly
 Leaders have define leaders
special
characteristics and  Traits play a
Early Theories: The Foundations traits minimal role
of Modern Leadership
 Leaders and  Traits are not the
followers have dominant factor in
different traits leadership
Copyright © 2012 Pearson Education, Inc. Copyright © 2012 Pearson Education, Inc.
publishing as Prentice Hall 3-1 publishing as Prentice Hall 3-4
The Behavior Era – Assumptions

Learning Objectives
and Findings
Assumptions Findings
 Identify the three major eras in the study of
leadership and their contributions to modern  Behaviors rather  Key behaviors are
leadership task/structuring and
than traits matter
 Explain the methods, results, shortcomings, and relationships/
contributions of the trait and behavioral  Behaviors are consideration
approaches to leadership and identify their impact observable and
on current approaches  Behaviors alone do
measureable not determine
 Present the principles of a contingency approach
to leadership  Behaviors can be effective leadership
 Discuss the most significant early theories of taught  No clear findings as
leadership and their implications for current theory to which behaviors
and practice of leadership
are most effective
Examples of Major Leadership

Eras of Modern Leadership
Behaviors
 The trait era – 1800s to mid 1940s Task – Structuring Relationships -

 Focus on leader personality Consideration
 Set goals
 The behavior era – mid 1940s to 1970s  Show empathy and
 Clarify
understanding
 Focus on leader behavior expectations
 Be friendly and
 The contingency era – early 1960s to  Set schedules and
approachable
present timelines
 Focus on understanding both the leader and
 Allow participation
 Assign tasks
the leadership situation  Nurture followers
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09/03/2024
The Contingency Era – Task and Relationship-Motivated

Assumptions and Findings Leaders
 No one best way to lead Task- Motivated (Low-  Relationship-

LPC) Motivated (High-LPC)
 Simple traits or behaviors alone do not  Draws self-esteem  Draws self-esteem
from task completion from interpersonal
explain or predict leadership relationships
 Focuses on task first
 Understanding both leader trait/  Focuses on people
 Can be harsh with first
behavior and situation is needed failing followers
 Likes to please others
 Considers
 Personal and situational factors affect competence a key  Considers loyalty to
follower trait be key follower trait
leadership effectiveness
 Enjoys details  Gets bored with
details
Fiedler’s Contingency Model -

Fiedler’s Contingency Model
Predictions
G High Low-LPC
R
O High-LPC
 Leadership effectiveness is a function U
P
of the match or fit between leader’s P
style and the leadership situation E
R
F
 The leaders’ style has a trait-like quality O

R
and cannot be changed from one M

A
situation to another N
C Low
E
Leader-Member
 The leader must change the situation Relations
GOOD BAD
to fit his/her style Task structure HIGH LOW HIGH LOW
Position Power HIGH HIGH LOW HIGH LOW HIGH LOW HIGH
HIGH MODERATE LOW

SITUATIONAL CONTROL
Elements of Fiedler’s Practical Implications of Fiedler’s

Contingency Model Contingency Model
Leadership  Leaders must understand their own style

and their leadership situation
 The leaders’ style
 Leaders should focus on changing their
 Task or relationship motivation measured by leadership situation to match their style
the LPC scale rather than try to change their style
 Situational control  A good relationship with followers is key to
 Leader-member relations a leaders’ ability to lead
 Task structure  Leaders can seek training to compensate
for lack of task structure
 Position power
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09/03/2024
The Normative Decision Model
 Leaders are effective when they use

decision styles that match the situation
 Leaders can learn to change and use
different decision styles
 Understanding the leadership situation
is essential to effectiveness
Decision Making
Elements of the Normative Style
Description
Decision Model Autocratic l (Al) Leader solves the problem along using information that is readily available to him/her
 The leaders’ decision style Autocratic ll (All)

Leader obtains additional information from group members, then makes decision alone. Group
members may or may not be informed.
 Autocratic
 Consultative Consultative l (Cl)
Leader shares problem with group members individually, and asks for information and
evaluation. Group members do not meet collectively, and leader makes decision alone.
 Group/delegation
 Situational contingency factors Consultative ll (Cll) Leader shares problem with group members collectively, but makes decision alone
 Quality of the decision

Leader meets with group to discuss situation. Leader focuses and directs discussion, but does
Group ll (Gll)
 Acceptance of decision by subordinates not impose will. Group makes final decision.
Contingency Factors in the Practical Implications of the

Normative Decision Model Normative Decision Model
 Quality requirements (QR)  Leaders must understand their
 Commitment requirement (CR) leadership situation
 Leader information (LI)  Leaders must learn different decision
 Structure of the problem (ST) styles
 Commitment probability (CP)  Participation is not always desirable
 Goal congruence (GC)
 Leaders’ must pay attention to their
 Employee conflict (CO) followers’ needs and reactions when
 Subordinate information (SI) making decisions
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09/03/2024
Substitute for Leadership Model

Path-Goal Theory
(SLM)
 The leaders’ primary role is to motivate  There are some situations where
followers to complete their task by leaders are not needed
removing obstacles
 Various factors can substitute for
 The leader must change his/her leadership behaviors or neutralize the
behaviors based on needs of the leader’s actions
followers
 Leaders must learn to recognize
situations and use appropriate
behaviors
Path-Goal Theory SLM: Follower Characteristics
 Experience and training substitute for

leader structuring
Leaders’ Actions:
 Focus on obstacle
removal  Follower professionalism substitute for
Effectiveness:
 Become comfortable leader consideration and structuring
Employee
with both task and
satisfaction and
consideration behaviors
Situational
Understand followers’
motivation
 Lack of value for goals neutralizes
perception
contingencies: leader consideration and structuring
Task structure
Employee need
for autonomy
Practical Implications of Path-

SLM: Task Characteristics
Goal Theory
 Leaders must understand their followers’  Unambiguous tasks substitute for leader
perception of the task structuring
 Leaders must take their followers’ need for
challenge and autonomy into consideration  Direct feedback from task substitutes
for leader structuring and consideration
 When followers need challenge or the task
is challenging, leaders must avoid being  Challenging tasks substitute for leader
directive consideration
 When the task is routine, boring or
stressful, leaders must be supportive
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09/03/2024
SLM: Organizational
Characteristics
 A cohesive team substitutes for leader
structuring and consideration
 Leaders’ lack of power neutralizes
structuring and consideration
 Standardization and formalization
substitute for leader structuring
 Organizational rigidity neutralizes leader
structuring
 Physical distance from followers
neutralizes structuring and consideration
Practical Implications of the SLM LMX
Follower/
 Leaders can use various substitutes to F Subordinate
free up their time or to empower and In-Group F
Out-Group
develop followers F
3
1 Leader
F
 Technology can support the F 4
F F
F
development of substitutes 2
5
F F
 Teams and autonomous work groups F
can use substitutes positively F F

F
Leader-Member Exchange Model

Stages of LMX
(LMX)
 Leadership is a personal relationship Creation of
between leaders and each of their Emotional Bond
followers
 Leaders do not treat every follower the
same way Development of
Trust
 Every follower does not experience
leadership the same way
 Leaders have closer and richer Testing and
relationships with followers in their in-
group than with those who are in out-group Assessment
5
09/03/2024
Leadership in Action: Caring

Practical Implications of LMX
Dictator
 Avoid highly differentiated groups
 Highly successful leader and organization
 Keep membership fluid and dynamic
 Hartnett is autocratic and non-participative
 Maintain different in-groups for different
activities  Hartnett provides clear goals and rules
 Base in-group membership on performance  Caring father figure
and potential
 Careful selection of managers and
 Review criteria for in-group membership employees who fit the organization
regularly
 Leadership works because it fits the
 Consider culture when determining situation
membership
Leadership Challenge
 India is a vertical collectivistic culture

where group membership determines
one’s worth
 Office manager is acting in accordance
with his culture All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted, in
 Carefully evaluate the consequences of any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without the prior
not hiring the “cousin” written permission of the publisher. Printed in the United
States of America.
 In-groups are formed differently in different
cultures
Leading Change: Goodnight
 Challenging work, flexible hours, and

many benefits keep employees happy
 Goodnight believes in removing obstacles
to let employees do their job
 He provides opportunities for challenge
and performance
 The role of the leader at SAS is to facilitate
employee performance
Copyright © 2012 Pearson Education, Inc.

publishing as Prentice Hall 3-33

Leadershop Skills Part 2

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09/03/2024

The Trait Era – Assumptions and

The Behavior Era – Assumptions

Examples of Major Leadership

 The trait era – 1800s to mid 1940s Task – Structuring Relationships -

The Contingency Era – Task and Relationship-Motivated

 No one best way to lead Task- Motivated (Low-  Relationship-

Fiedler’s Contingency Model -

 The leaders’ style has a trait-like quality O

and cannot be changed from one M

to fit his/her style Task structure HIGH LOW HIGH LOW

HIGH MODERATE LOW

Elements of Fiedler’s Practical Implications of Fiedler’s

Leadership  Leaders must understand their own style

The Normative Decision Model

 Leaders are effective when they use

 The leaders’ decision style Autocratic ll (All)

 Quality of the decision

Contingency Factors in the Practical Implications of the

Substitute for Leadership Model

Path-Goal Theory SLM: Follower Characteristics

 Experience and training substitute for

Practical Implications of Path-

Practical Implications of the SLM LMX

can use substitutes positively F F

Leader-Member Exchange Model

Leadership in Action: Caring

 India is a vertical collectivistic culture

Leading Change: Goodnight

 Challenging work, flexible hours, and

Copyright © 2012 Pearson Education, Inc.

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