1

Chapter 11: Basic Chapter 11: Basic Approaches to Approaches to

LeadershipLeadership What is Leadership?What is Leadership?

The ability to influence a group toward the The ability to influence a group toward the achievement of goals.achievement of goals. Leadership plays a central part in Leadership plays a central part in

understanding group behavior. understanding group behavior. There are many definitions of leadership and There are many definitions of leadership and

various theories have been proposedvarious theories have been proposed Is "Management" the same as "Leadership"? Is "Management" the same as "Leadership"?

What does a manager do? What does a leader What does a manager do? What does a leader do? Why is “coping” important according to do? Why is “coping” important according to Kotter?Kotter?

2

Trait TheoriesTrait Theories

• Theories that consider personal qualities and Theories that consider personal qualities and characteristics that differentiate leaders from non-characteristics that differentiate leaders from non-leaders.leaders.

• Some traits increase the likelihood of success as a Some traits increase the likelihood of success as a leader, but leader, but nonenone of them of them guaranteeguarantee success. success.

• Traits predict behavior better in “weak” than “strong” Traits predict behavior better in “weak” than “strong” situations.situations.

• Unclear evidence of the cause and effect of Unclear evidence of the cause and effect of relationship of leadership and traits.relationship of leadership and traits.

• Better predictor of the appearance of leadership than Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders.distinguishing effective and ineffective leaders.

• Theories that consider personal qualities and Theories that consider personal qualities and characteristics that differentiate leaders from non-characteristics that differentiate leaders from non-leaders.leaders.

• Some traits increase the likelihood of success as a Some traits increase the likelihood of success as a leader, but leader, but nonenone of them of them guaranteeguarantee success. success.

• Traits predict behavior better in “weak” than “strong” Traits predict behavior better in “weak” than “strong” situations.situations.

• Unclear evidence of the cause and effect of Unclear evidence of the cause and effect of relationship of leadership and traits.relationship of leadership and traits.

• Better predictor of the appearance of leadership than Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders.distinguishing effective and ineffective leaders.

3

Behavioral TheoriesBehavioral Theories

• Trait theory:Trait theory:Leaders are born, not made.Leaders are born, not made.

• Behavioral theory:Behavioral theory:Leadership traits can be taught.Leadership traits can be taught.

• Trait theory:Trait theory:Leaders are born, not made.Leaders are born, not made.

• Behavioral theory:Behavioral theory:Leadership traits can be taught.Leadership traits can be taught.

4

Behavioral TheoriesBehavioral Theories Ohio State Studies

Initiating structure vs. Consideration University of Michigan Studies

Employee oriented vs. production oriented The Managerial Grid

Concern for people vs. concern for production (i.e. 81 different styles on which a leader's behavior may fall)

Scandinavian StudiesEffective leaders display “development-

oriented behavior” (value experimentation, seeks new ideas, and generates and implements change)

5

Contingency TheoriesContingency Theories Fiedler ModelFiedler Model

Effective group performance depends upon the Effective group performance depends upon the proper match between the leader's style of proper match between the leader's style of interacting with subordinates and the degree to interacting with subordinates and the degree to which the situation gives control and influence to which the situation gives control and influence to the leader.  Assumes an individual's leadership the leader.  Assumes an individual's leadership style is style is fixedfixed..

Identify style via the Least Preferred Co-worker Identify style via the Least Preferred Co-worker (LPC) scale(LPC) scale

                                Leader-member relations Leader-member relations                                 Task structure     Task structure                                     Position powerPosition power Match leaders and situationsMatch leaders and situations

6

Hersey and Blanchard’s Hersey and Blanchard’s Situational Leadership Situational Leadership

TheoryTheory

Follower r

eadiness: abilit

y and willi

ngness

Follower r

eadiness: abilit

y and willi

ngness

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

7

LeaderLeader–Member –Member Exchange TheoryExchange Theory

8

Path-Goal Theory and Path-Goal Theory and Leader-Participation ModelLeader-Participation Model

Path-Goal TheoryPath-Goal Theory A leader's behavior is acceptable to subordinates insofar A leader's behavior is acceptable to subordinates insofar

as they view it as a source of either immediate or future as they view it as a source of either immediate or future satisfaction.satisfaction.

Directive vs. supportive leadership Directive vs. supportive leadership

Leader-Participation ModelLeader-Participation Model Provides a set of rules to determine the form and amount Provides a set of rules to determine the form and amount

of participative decision making in different situations.  of participative decision making in different situations.  There are now 12 contingency variables in the latest There are now 12 contingency variables in the latest revision of this model.revision of this model.

This model is often too complicated for managers/leaders This model is often too complicated for managers/leaders to actually put into place in organizations.to actually put into place in organizations.

9

Implications for ManagersImplications for Managers Leaders usually are the members of an organization Leaders usually are the members of an organization

who provide the direction toward goal attainment.who provide the direction toward goal attainment.

Re: Traits - Generally speaking, individuals who are Re: Traits - Generally speaking, individuals who are ambitious; have high energy, a desire to lead, self-ambitious; have high energy, a desire to lead, self-confidence, intelligence, and are flexible are confidence, intelligence, and are flexible are more more likely to succeedlikely to succeed as leaders than those without these as leaders than those without these traits.traits.

No particular style (behavioral theories) is effective in No particular style (behavioral theories) is effective in all situationsall situations

Contingency models help us better understand Contingency models help us better understand leadership. leadership.

10

Chapter 12: Contemporary Chapter 12: Contemporary Issues in LeadershipIssues in Leadership

TrustTrust A positive expectation that another will not A positive expectation that another will not

act opportunisticallyact opportunistically Competence, consistency, loyalty and Competence, consistency, loyalty and

openness are dimensions of trustopenness are dimensions of trust You cannot lead others who do not trust You cannot lead others who do not trust

you!  Reengineering, downsizing, and the you!  Reengineering, downsizing, and the use of 'temps' have undermined employee use of 'temps' have undermined employee trust in managementtrust in management

11

Three Types of TrustThree Types of Trust Deterrence Based Deterrence Based

Trust (based on Trust (based on fear)fear)

Knowledge Based Knowledge Based Trust (based on Trust (based on predictability over predictability over time)time)

Identification Based Identification Based Trust (based on Trust (based on mutual mutual understanding of understanding of wants and needs)wants and needs)

12

Leaders as Shapers of Leaders as Shapers of Meaning: Framing IssuesMeaning: Framing Issues

Leaders use framing (selectively including or excluding facts) to influence how others see and interpret reality.

Leaders use framing (selectively including or excluding facts) to influence how others see and interpret reality.

13

Charismatic and Charismatic and Transformational Transformational

LeadershipLeadership Charismatic LeadershipCharismatic Leadership

Followers make Followers make attributions of heroic or attributions of heroic or extraordinary leadership extraordinary leadership abilities when they abilities when they observe certain behaviors observe certain behaviors (ex - Martin Luther King (ex - Martin Luther King and JFK)and JFK)

Are charismatic leaders Are charismatic leaders born or made? born or made?

Can charisma be a Can charisma be a liability?liability?

14

Transactional vs. Transactional vs. Transformational LeadershipTransformational Leadership

TransactionalTransactional - leaders who guide or motivate - leaders who guide or motivate their followers in the direction of established their followers in the direction of established goals by clarifying role and task requirements goals by clarifying role and task requirements

TransformationalTransformational - leaders who inspire - leaders who inspire followers who transcend their own self-followers who transcend their own self-interests and who are capable of having a interests and who are capable of having a profound and extraordinary effectprofound and extraordinary effect on on followers. followers.

15

Visionary Leadership and Visionary Leadership and Emotional IntelligenceEmotional Intelligence

Visionary LeadershipVisionary LeadershipThe ability to create and The ability to create and articulate a realistic, articulate a realistic, credible, attractive vision credible, attractive vision of the future for an of the future for an organization or organization or organizational unit that organizational unit that grows out of and improves grows out of and improves upon the present. upon the present.

Key SkillsKey Skills: The ability to explain : The ability to explain the vision to others, the ability to the vision to others, the ability to express the vision not just express the vision not just verbally but through the leader’s verbally but through the leader’s behavior, and the ability to behavior, and the ability to extend the vision to different extend the vision to different leadership contexts.leadership contexts.

16

Emotional IntelligenceEmotional Intelligence Emotional Intelligence (EI) & Leadership Emotional Intelligence (EI) & Leadership

EffectivenessEffectiveness

EI has 5 key components - which "great" leaders EI has 5 key components - which "great" leaders demonstrate: demonstrate:

self-awarenessself-awareness self-managementself-management self-motivationself-motivation empathyempathy social skills social skills

EI may be added to our list of "traits" of effective EI may be added to our list of "traits" of effective leadersleaders

17

Contemporary Contemporary Leadership RolesLeadership Roles

Providing Team LeadershipProviding Team Leadership

Many leaders are not equipped to handle Many leaders are not equipped to handle the change to teams. the change to teams.

New skills such as the patience to share New skills such as the patience to share information, trust others, give up authority, and information, trust others, give up authority, and knowing when to intervene are paramount. knowing when to intervene are paramount.

Team leaders are liaisons with external Team leaders are liaisons with external constituencies, troubleshooters, conflict constituencies, troubleshooters, conflict managers, and coachesmanagers, and coaches

18

Mentoring & Self-Mentoring & Self-LeadershipLeadership

MentoringMentoring: A senior : A senior employee who sponsors employee who sponsors and supports a less-and supports a less-experienced employee.experienced employee.

Self-LeadershipSelf-Leadership: A set of : A set of processes through processes through which individuals which individuals control their own control their own behavior.behavior.

19

Online LeadershipOnline LeadershipMost research has been conducted with “face-to-face” Most research has been conducted with “face-to-face” and “verbal” leadership situations. and “verbal” leadership situations.

What about online leadership? What about online leadership? There is no “non-verbal” component (you often There is no “non-verbal” component (you often

cannot cannot “read” the other person via email). “read” the other person via email).

Instead, the structure of words in digital Instead, the structure of words in digital communications can influence reactions: full communications can influence reactions: full sentences, phrases, USING ALL CAPS, formality, sentences, phrases, USING ALL CAPS, formality, importance/urgency, style (emoticons, jargon, importance/urgency, style (emoticons, jargon, abbreviations, etc). Messages can convey trust, abbreviations, etc). Messages can convey trust, status, task directives, or emotional warmth. status, task directives, or emotional warmth.

Writings skills are likely to become an extension of Writings skills are likely to become an extension of interpersonal skills in the future.interpersonal skills in the future.

20

Challenges to LeadershipChallenges to Leadership Leadership as an AttributionLeadership as an Attribution

Is leadership merely an attribution that Is leadership merely an attribution that people make about other individuals?people make about other individuals?

Substitutes and Neutralizers to LeadershipSubstitutes and Neutralizers to Leadership Some argue that sometimes leaders are not even Some argue that sometimes leaders are not even

needed! Sometimes individual, job, and needed! Sometimes individual, job, and organizational variables can act as substitutes for organizational variables can act as substitutes for leadership or neutralize the leader's effect to leadership or neutralize the leader's effect to influence followers (ex = a highly structured task)influence followers (ex = a highly structured task)

Finding and Creating LeadersFinding and Creating LeadersCan we use Can we use selectionselection to help? (personality tests, to help? (personality tests, interviews – match to situation)interviews – match to situation)TrainingTraining (can we train leadership? E.g. trust building, (can we train leadership? E.g. trust building, mentoring, situation-analysis skills)mentoring, situation-analysis skills)

21

Implications for ManagersImplications for Managers Trust is important - as organizations are less Trust is important - as organizations are less

stable, personal trust is key in defining stable, personal trust is key in defining relationships and defining expectationsrelationships and defining expectations

Transformational leaders are in demand. Transformational leaders are in demand. Organizations want leaders with vision and Organizations want leaders with vision and charisma to carry out the visions.charisma to carry out the visions.

Invest in leadership selection and training (and Invest in leadership selection and training (and follow up with assessment centers, courses, follow up with assessment centers, courses, workshops, rotating job responsibilities, coaching, workshops, rotating job responsibilities, coaching, and mentoring)and mentoring)