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Understanding and Applying

Leadership Skills

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Thinking about Leadership

Exercise 12.1

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How are leaders and managers, different?

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Leadership Characteristics
Leader Emergence
• Traits
– Intelligence
– Openness to experience
– Extraversion
– Conscientiousness
– Emotional stability
– High self-monitoring
• Leadership emergence seems to
be stable across the life-span
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Leadership Characteristics
Leader Emergence

• Motivation to Lead
– Affective identity motivation
– Noncalculative motivation
– Social normative motivation

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Leadership Characteristics
Leader Performance

• Traits
• Needs
• Task- versus person-
orientation
• Unsuccessful leaders

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Traits
• Intelligence
• Charisma
• Dominance
• Energy
• Extraversion
• Openness to experience
• Agreeableness
• Emotional stability
• Self-monitoring
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Individual Differences and Leader Emergence

and Performance
Corrected Correlations
Trait Emergence Performance Meta-analysis

Personality
Neuroticism - .24 -.22 Judge et al. (2002)
Extraversion .33 .24 Judge et al. (2002)
Openness .24 .24 Judge et al. (2002)
Agreeableness .05 .21 Judge et al. (2002)
Conscientiousness .33 .16 Judge et al. (2002)
Self-monitoring .21 Day et al. (2002)
Intelligence .25 .27 Judge et al. (2004)
Need for Ach .23 Argus & Zajack (2008)
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Needs
• Types of Needs
– Power
– Achievement
– Affiliation
• Leadership Motive Pattern
– High need for power
– Low need for affiliation

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Task Versus Person Orientation

• Person-Oriented Leaders
– act in a warm, supportive manner and show concern
for the employees
– believe employees are intrinsically motivated
• Task-Oriented Leaders
– set goals and give orders
– believe employees are lazy and extrinsically
motivated

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Relationship Among Theories

Person
Orientation
Country club (MG)
High Consideration (OS) Team (MG)
Theory Y Middle-of-the-Road
(MG)

Impoverished (MG) Task-centered (MG)

Low Initiating structure (OS)
Theory X

Low High
Task Orientation
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Consequences of Leader
Orientation
High Person Low performance High performance
Orientation Low turnover Low turnover
Few grievances Few grievances

Low Person
Orientation Low performance High performance
High turnover High turnover
Many grievances Many grievances

Low Task High Task

Orientation Orientation

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Unsuccessful Leaders
(Hogan, 1989)

• Lack of training
• Cognitive deficiencies
• Personality problems
– paranoid/passive-aggressive
– high likeability floater
– narcissist

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Unsuccessful Leader Behavior

Shen et al. (2008)
• Engaging in illegal and unethical behavior
• Avoiding conflict and people problems
• Demonstrating poor emotional control (e.g., yelling and
screaming)
• Over-controlling (e.g., micromanaging)
• Demonstrating poor task performance
• Poor planning, organization, and communication
• Starting or passing on rumors or sharing confidential
information
• Procrastinating and not meeting time commitments
• Failing to accommodate the personal needs of subordinates
• Failing to nurture and manage talent
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Interaction Between the Leader

and the Situation
• Situational Favorability
• Organizational Climate
• Subordinate Ability
• Relationships with
Subordinates

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Situational Favorability
Fiedler’s Contingency Model
• Least-Preferred Coworker Scale
• Situation Favorability
– high task structure
– high position power
– good leader-member relations
• High LPC leaders best with moderate
favorability and Low LPC leaders best with low
or high favorability
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Relationship Between LPC Scores and

Group Success

High LPC Low High Low Performance

Score Performance Performance

Low LPC High Low High

Score Performance Performance Performance

Low Moderate High

Situation Favorability

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Organizational Climate
IMPACT Theory
• Leadership Style • Ideal Climate
– Information – Ignorance
– Magnetic – Despair
– Position – Instability
– Affiliation – Anxiety
– Coercive – Crisis
– Tactical – Disorganization

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IMPACT Leadership Strategies

• Find a climate consistent with your
leadership style
• Change your leadership style to better fit
the existing climate
• Change your followers’ perception of the
climate
• Change the actual climate

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Subordinate Ability
Path-Goal Theory
• Instrumental style
– plans, organizes, controls
• Supportive style
– shows concern for employees
• Participative style
– shares information and lets
employees participate
• Achievement-oriented style
– sets challenging goals and rewards
increases in performance
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Subordinate Ability
Situational Leadership Theory

Employee is Unable Employee is Able

Employee is
Unwilling Directing (R1) Supporting (R3)

Employee is Coaching (R2) Delegating (R4)

Willing
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Relationships with Subordinates

Leader-Member Exchange (LMX) Theory
• Concentrates on the interactions between
leaders and subordinates
• Subordinates fall into either the:
– in-group
– out-group
• In-group employees
– More satisfied
– Higher performance
– Less likely to leave

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Leadership Through Decision

Making

• Vroom-Yetton Model

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Leadership Through Contact

• Management by
walking around

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Leadership Through Power

• Expert Power
• Legitimate Power
• Reward Power
• Coercive Power
• Referent Power

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Leadership Through Vision

Transformational Leadership
• Visionary
• Charismatic
• Inspirational
• Challenge the status-quo
• Carefully analyze
problems
• Confident and optimistic

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Applied Case Study: Developing leaders at

Claim Jumper Restaurants 29