© 2013 The McGraw-Hill Companies, Inc. All rights reserved. Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

LeadershipLeadership

Chapter Sixteen

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Learning Objectives

LO.1 Define the term leadership, and explain the difference between leading and managing.

LO.2 Review trait theory research and the takeaways from this theoretical perspective.

LO.3 Explain behavioral styles theory and its takeaways.

LO.4 Explain, according to Fiedler’s contingency model, how leadership style interacts with situational

control, and discuss the takeaways from this model.

LO.5 Discuss House’s revised path–goal theory and its practical takeaways.

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Learning Objectives (cont.)

LO.6 Describe the difference between laissez-faire, transactional, and transformational leadership.

LO.7 Discuss how transformational leadership transforms followers and work groups.

LO.8 Explain the leader–member exchange model of leadership.

LO.9 Review the concept of shared leadership and the principles of servant-leadership.

LO.10 Describe the follower’s role in the leadership process.

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What Does Leadership Involve?

Leadership Process between leaders and followers Involves social influence Occurs at multiple levels in an organization Focuses on goal

accomplishment

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Approaches to Studying Leadership

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Characteristics of Being a Leader and a Manager

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Trait Theory

Leader trait physical or personality characteristic that can

be used to differentiate leaders from followers.

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What Are the Core Traits Leaders’ Possess?

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Do People Possess Prototypes about Preferred Leadership Traits?

Implicit leadership theory based on the idea

that people have beliefs about how leaders should behave and what they should do for their followers.

Leadership prototype mental

representations of the traits and behaviors that people believe are possessed by leaders.

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What Traits Are Possessed by Bad Leaders?

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Gender and Leadership

Men and women were seen as displaying more task and social leadership, respectively

Women used a more democratic or participative style than men and men used a more autocratic and directive style than women

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Key Positive Leadership Traits

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What Are the Takeaways from Trait Theory?

First, organizations may want to include personality and trait assessments into their selection and promotion processes.

Second, management development programs can be used to build a pipeline of leadership talent.

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Behavioral Styles Theory

The Ohio State Studies identified two independent dimensions of leader behavior. Consideration: creating mutual respect and

trust with followers. Initiating structure: organizing and defining

what group members should be doing.

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Four Leadership Styles Derived from the Ohio State Studies

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Question?

Allen thrives on organizing and defining what group members should be doing to maximize output. According to the Ohio State researchers, Allen is exhibiting which of these behaviors?A.Initiating structure

B.Concern for people

C.Relationship-motivated

D.Consideration

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Takeaways from Behavioral Styles Theory

Leader behaviors can be systematically improved and developed.

There is no one best style of leadership.

The effectiveness of a particular leadership style depends on the situation at hand.

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Peter Drucker’s Tips for Improving Leadership Effectiveness

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Situational Theories

Situational theories propose that the

effectiveness of a particular style of leader behavior depends on the situation.

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Fiedler’s Contingency Model

Contingency theory based on the premise that a leader’s

effectiveness is contingent on the extent to which a leader’s style fits or matches characteristics of the situation at hand.

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Fiedler’s Contingency Model

Situational control refers to the amount of control and influence

the leader has in his immediate work environment

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Three Dimensions of Situational Control

Leader-member relations the extent to which the leader has the support, loyalty,

and trust of the work group

Task structure concerned with the amount of structure contained

within tasks performed by the work group

Position power the degree to which the leader has formal power to

reward, punish, or otherwise obtain compliance from employees

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Representation of Fiedler’s Contingency Model

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Question?

Kimberly is a task-motivated leader. According to Fiedler's work, Kimberly would not be effective under which conditions?A.Situations of high control

B.Conditions of low control

C.Conditions of achievement-orientation

D.Conditions of moderate control

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Path-Goal Theory

Describes how leadership effectiveness is influenced by the interaction between four leadership styles – directive, supportive, participative, achievement-oriented

Contingency factors Situational variables that cause one style of

leadership to be more effective than another

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A Reformulated Theory

Three key changes:

1. Leadership is more complex and involves a greater variety of leader behavior.

2. The role of intrinsic motivation and empowerment in influencing leadership effectiveness

3. Shared leadership

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A General Representation ofHouse’s Revised Path-Goal Theory

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Applying Situational Theories

1. Identify important outcomes

2. Identify relevant leadership types/behaviors.

3. Identify situational conditions

4. Match leadership to the conditions at hand

5. Determine how to make the match

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The Full-range Model of Leadership

Transactional leadership focuses on clarifying employees’ role and task

requirements and providing followers with positive and negative rewards contingent on performance.

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The Full-range Model of Leadership

Transformational leaders engender trust, seek to develop leadership in

others, exhibit self-sacrifice and serve as moral agents, focusing themselves and followers on objectives that transcend the more immediate needs of the work group.

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Question?

Coach Bryant gave many great halftime speeches. Which transformational behavior was this?A.Inspirational motivation

B.Idealized influence

C.Individualized consideration

D.Intellectual stimulation

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A Transformational Model of Leadership

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Managerial Implications

1. The establishment of a positive vision of the future—inspirational motivation— should be considered a first step at applying transformational leadership

2. The best leaders are both transformational and transactional

3. Transformational leadership influences group dynamics and group-level outcomes

4. Transformational leadership works virtually

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Maintaining Ethical Transformational Leadership

1. Create and enforce a clearly stated code of ethics.

2. Recruiting, selecting, and promoting people who display ethical behavior.

3. Developing performance expectations around the treatment of employees.

4. Training employees to value diversity.

5. Identifying, rewarding, and publicly praising employees who exemplify high moral conduct.

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The Leader-Member Exchange (LMX) Model of Leadership

Focuses on the quality of relationships between managers and subordinates as opposed to the behaviors or traits of either leaders or followers.

Assumes that leaders develop unique one-on-one relationships with direct reports.

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The Leader-Member Exchange (LMX) Model of Leadership

In-group exchange leaders and followers

develop a partnership characterized by reciprocal influence, mutual trust, respect and liking, and a sense of common fates.

Out-group exchange Leaders are

characterized as overseers who fail to create a sense of mutual trust, respect, or common fate

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Managerial Implications

Leaders are encouraged to establish high-performance expectations for all of their direct reports.

Managers should be careful that they don’t create a homogeneous work environment.

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Shared Leadership

Shared leadership dynamic, interactive influence process among

individuals in groups for which the objective is to lead one another to the achievement of group or organizational goals or both

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Servant Leadership

Servant leadership focuses on increasing services to others rather

than to oneself less likely to engage in self-serving behaviors

that hurt others

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Video: Women Leading in the Workplace

Space Shuttle Commander Eileen Collins hopes to serve as a role model for other women. How has life in the USAF changed for women over the past several decades to allow her to be Shuttle Commander?

Commander Collins cites cultural issues as a potential cause of women not pursuing math and engineering oriented training and careers as frequently as men. Why do you think this is?

Based on what you saw in the video, do you think that family responsibilities prevent women from growing in their careers?