Characteristics of Good Leadership

Characteristics of Good Leadership

What influences leadership effectiveness?

NatureNurtureSituational factor

Studies of Leadership

Nature: Until the late 40s the belief was that leaders were born not made and had particular traits: intelligence, extraversion, etc.

Nurture: From the late 40s until the late 60s the central belief was that it was how leaders behave that mattered. It was a question of style. As such it could be learnt.

Studies of leadership

Situational Factors: From the late 60s until the early 80s the idea was that leadership depended on the situation in which leaders found themselves. Some would be good for some circumstances but not for others.

Visionary Leadership: Since the early 80s the central idea is that leaders need vision and charisma and that leading and managing are different.

The nature argument

TraitLeadership

EffectivenessAnd Success

The Nurture Argument

TraitLeadership

EffectivenessAnd Success

Abilities &Behaviors

The Situational Argument

TraitLeadership

EffectivenessAnd Success

Abilities &Behaviors

Situation

The Trait Perspective

The Trait Perspective

1

The “Great Man” Approach

Emphasis on the leader & personalityHis/her characteristicsThe leader is somehow “above” the led

Smarter Nicer Bigger Better

Stogdill - 1948 Research Factors Affecting Leadership

Capacity Intelligence Alertness Verbal facility Originality Judgement

Achievement Scholarship Knowledge Athletic

accomplishments

Stogdill - continued

Responsibility Dependability Initiative Persistance Aggressiveness Self-confidence Desire to excell

Participation Activity Sociability Cooperation Adaptability Humor

Stogdill - continued

Status Socioeconomic

position Popularity

Situation Task to be

accomplished Followers to be led

JOHARI’s Window

Construct of Joe Luft and Harry InghamRelates self-perception to the perception of

others Things we know about ourselves Things others know about us

The Johari Window

The Arena

Unknown

Blind

Private

Known to Self

Unknown to Self

Known to Others

Unknown to Others

The trait perspective

Major traits in leaders are: intelligence, dominance, self-confidence, high energy level, and task relevant knowledge (Stodgill 1970).

Traits are best thought of as predispositions not causes

Multiple traits can be associated with a given behavior, and more than one behavior can be linked to an individual trait

It is behavior and not traits per se that is most closely related to leadership effectiveness

The Behavioral Perspective

The Behavioral Perspective

2

The behavioral perspective

o Kurt Lewin’s modelo Ohio studieso Michigan studieso Managerial Grido Bipolar model

Dr. Shahram Yazdani 18

Kurt Lewin

o Kurt Lewin(1930): three type of leadership 1.Autocratic Leadership (direction)

2.Democratic Leadership (facilitation)

3.Laissez-faire Leadership

Dr. Shahram Yazdani 19

Leadership Behavior Continuum

Manager centered Follower centered

Use of authority by

ManagerFreedom for subordinates

Tell Sell Participate DelegateTell & Ask Ask & Tell

Situational Leadership Situational Leadership 3

Dr. Shahram Yazdani 21

Path-Goal ModelEvans - 1970 & House & Dressler -1974

Effort Performance Reward Motivation

InstrumentalityExpectancy Valence

Subordinate Perceptions

WorkEnvironment

Characteristics

SubordinateCharacteristics

LeaderBehavior

(style)

Path Goal Model

Expectancy is the relation between effort and performance

Instrumentality is the degree to which a person perceives that performance will lead to reward

Valence is the strength of a person’s preference for different types of reward

Path Goal Model

According to expectancy theory a person will be highly motivated when effort results in performance (high expectancy) and when performance leads to rewards (high instrumentality) that are valued (high valence)

Implications of Path Goal Model

The path between effort, performance, and reward is difficult. The leader must do everything possible to turn what is often a cow path into a well designed, high-speed freeway

Individuals’ valences are heterogenous

Implications of Path Goal Model

The contingency most under a manager’s control is his own leadership style: Instrumental behavior (defining objectives

and specifying the task to be performed) Participatory behavior (seeking follower

input on decisions that affect them Achievement-oriented behavior

(establishing goals and setting expectations that challenge followers)

Factors affecting effectiveness of leadership

Characteristics of the manager:• Traits / dispositions• Skills• Values

Characteristics of followers:• Skills• Knowledge• Experience• Responsibility• Understanding of goals and tasks

Characteristics of situation:• Time availability• Nature of problem

Any Question ?