chapter 9 leadership. human behavior in organizations, 2 nd edition rodney vandeveer and michael...
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Chapter 9Leadership
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 20112
Leadership
“Good leaders don’t ask more than their constituents can give, but they often ask–and get–more than their constituents intended to give or thought it was possible to give.”
John W. Gardner,
Excellence, 1984
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 20113
Leadership Defined
Leadership is the art and science of getting the job done through the willing efforts of others.
** The essence of leadership is to influence the behavior of others.
** Leadership is active.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 20114
Leaders and Leadership
Are leaders born? We often hear of a person being a “natural
born leader.” Is there such a thing? Do small children demonstrate leadership
skills in their play and interactions? If so, how did they acquire this skill?
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 20115
Leadership
** Can people learn how to be leaders? If so, what skills are learned?
(Remember learning means a change in behavior has occurred.)
What might be the measurements?
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 20116
Trial and error. Formal education. On-the-job
experience.
Assessment centers.
Coaching. Understudy
assignments. Supplemental
reading.
Leaders and LeadershipSkill learning
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 20117
Trait Theory: Leaders are Born Trait theory focuses on an individual’s
personal attributes. ** Some people have specific characteristics
needed to be leaders while others do not Six identified leadership traits
Ambition and Energy Desire to Lead Honesty and Integrity Self-confidence Intelligence Job-Relevant Knowledge
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 20118
Trait Theory: Leaders are Born
Just because you have these traits, it does not make you a leader.
Leadership is active and the leader has to do something (influence others).
** Women's similarities in leadership styles outweigh the differences in the leadership style of men.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 20119
Thematic Apperception Test
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 201110
Behavioral Theories: Leadership can the Learned
Behavioral theory focuses on what the leaders do.
Ohio State Studies Initiating Structure – Mission Consideration – Feelings
** Michigan Studies Production Oriented - Task ** Employee Oriented – People
Leaders who emphasize interpersonal relations
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 201111
Behavioral Theories: Leadership can the Learned
Behavioral Theory Ohio State University Study
- Initiating Structure- Consideration
Initiating Structure
Consideration
Low
High
High
Low ConsiderationHigh Initiating Structure
High ConsiderationHigh Initiating Structure
Low ConsiderationLow Initiating Structure
High ConsiderationLow Initiating Structure
Low
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 201112
High
Low
Low Concern for TASK High
Co
ncern
fo
r P
EO
PL
EManagement Grid
High People,Low TaskComfortable, friendly atmosphere and worktempo.
High People, High TaskTrust and respect among committed people accomplish tasks.
Medium People, Medium TaskBalance necessity of work with maintaining morale leads to adequate organizationperformance. Low People,
High TaskEfficient organization. Work arranged so people cannot interfere.
Low People, Low TaskJust enough effort to stay in business
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 201113
The Contingency Theory of Leadership
The contingency theory links the situation with the concept of task and relationship in the leader-subordinate role. Followership will define the leader.
Leader’s style is either task oriented or relationship oriented
Leader’s style or behavior is fixed with little change in style over time
Situation is not fixed and may be altered to fit the particular leader
Leader selection by situation
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 201114
Contingency Theory for Leadership
There are three elements of the leader-follower contingency model developed by Fred Fiedler: Position power – the degree to which a
leader’s position ensure compliance. Task structure – the degree of clarity for
goal accomplishment. Leader-member relations – the nature of
relationship between the leader and the members.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 201115
Situational Leadership by Hersey and Blanchard
Directive/Telling Style (Style 1) Coaching/Selling Style (Style 2) Participating/Supporting (Style 3) Delegating (Style 4)
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 201116
Situational Leadership
This style varies in three ways: The amount of direction – directive behavior. The amount of support – supportive
behavior. The amount of involvement in decision
making by the follower.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 201117
Situational Leadership
Directive BehaviorLow High
R4 R3 R2 R1
S1
S2S3
S4
Relationship Behavior
High
Able andwilling
Able, butunwilling
Unable, butwilling
Unable andunwilling
Follower Readiness
Leader behaviors
Telling
SellingParticipating
Delegating
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 201118
Path-Goal Theory of Leadership
Leader identifiesemployee needs.
PathAppropriate goalsare established.
Directive Leader connectsrewards with goal(s)
Directive
Leader provides assistanceon employee’s path toward goals.
Employees become satisfied andmotivated and accept the leader.
Effective performanceoccurs.
Both employees and organization better reachtheir goals.
Supportive behavior Participative behavior
AchievementMotivation
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 201119
Contemporary Approaches to Leadership
Attribution theory Charismatic and visionary leadership Transactional leadership Transformational leadership Emotional intelligence
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 201120
Attribution Theory
Managers attribute the major cause of poor performance to something internal to the follower (lack of ability or effort) or to external problems beyond the follower’s control (resources, lack of information, training).
There are two stages: (1) manager tries to determine the cause of performance as noted above, and (2) manager tries to select an appropriate response to fix the problem.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 201121
** Charismatic Leadership(Visionary)
Often visionary and charismatic leadership are used interchangeably.
Charismatic traits and behaviors: Advocate a vision Not keeper of the status quo – behavior is out of
the ordinary – perceived as change agent Act in several unconventional ways – counter to
norms Willingly make self-sacrifices and take personal
risks to support their vision Demonstrates strong self-confidence ** Ability to create and articulate a realistic,
credible, attractive vision of the future for an organization
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 201122
Characteristics Transactional Leaders
Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments.
Management by Exception (active): Watches and searches for deviations from rules and standards, takes corrective action.
Management by Exception (passive): Intervenes only if standards are not met.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 201123
Characteristics of Transformational Leaders
Charisma: Provides vision and sense of mission, instills pride, gains respect and trust.
Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways.
Intellectual Stimulation: Promotes intelligence, rationality, and careful problem solving.
Individualized Consideration: Gives personal attention, treats each employee individually, coaches, and advises.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 201124
Emotional Intelligence
Emotional intelligence refers to the leader’s ability to recognize one’s own feelings and those of others for self motivation and for managing emotions in themselves and in relationship with others.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 201125
Emotional Intelligence
Four fundamental capabilities:1. Self-awareness (Personal competence)2. Self-management (Personal competence)3. Social awareness (Social competence)4. Relationship management (Social
competence)
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 201126
Leadership By Values
Leadership is developmental Development of leader based of skills
development
Trial and error. Formal education. On-the-job
experience.
Assessment centers.
Coaching. Understudy
assignments. Supplemental
reading.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 201127
Leadership By Values
DictatorialTyrant dictator with oppressed followers who are totally dependent
BenevolentBenevolent paternalist with followers who are dependent and obedient
ManagerEfficient manager with followers who are loyally devoted to the organization
EnablingListener, clarifier and supporter with followers, who are also clarifiers, supporters and listeners
CollaboratorFacilitator, producer, creator with intermediate peer participation
ServantInterdependent administrator with collegial participation
VisionaryLiberator with a global network of peer visionaries
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 201128
Leadership By Values
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 201129
Leadership Summary
Leadership plays a central part in understanding group behavior.
Our understanding of leadership and the dynamics continue to grow.
Male and female leadership styles tend to be more alike than different.
No one style of leadership is always the preferred leadership style.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 201130
Leadership Summary
Trait theory is based on individual’s personal attributes.
Behavioral theory is based on the individual’s ability to learn the task and the relationships skills for leadership.
Attribution theory looks at cause and effect relationship.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 201131
Leadership Summary
Charismatic and visionary leadership focuses on change.
Transactional leadership is task focused. Transformational leadership focuses on
performance beyond expectations.
Human Behavior in Organizations, 2nd EditionRodney Vandeveer and Michael Menefee
© 2010 Pearson Education, Upper Saddle River, NJ 07458.Modified by Jackie Kroening 201132
Leadership Summary
Emotional intelligence is the leader’s ability to recognize his or her own feelings in relationship to others.
Bottom line: Leadership is situational.