leadership organizational behaviour social behaviour
Post on 20-Dec-2015
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The trait perspective of leadership –
The Great Man approach• Traits = distinguishing personal characteristics that are
generally not mutable (changeable)
– Weak but consistent support for a variety of leadership traits
Self-confidence Honesty/Integrity
Energy Need for achievement
Intelligence Dominance
Emotional stability Motivation to lead
Ohio State studies of leadership
• Two key dimensions were related to leadership
– Consideration – the extent to which the leader is approachable and shows personal concern for subordinates
and
– Initiating structure – the extent to which the leader is task oriented and directs the group toward goal attainment
Situational approaches: Fiedler’s Contingency Theory
• Leader motivation
– Relationship oriented - high LPC score
– Task oriented - low LPC score
Situational approaches: Fiedler’s Contingency Theory
• Situational conditions– Leader-member relations – favourable when
there is support, trust, and cooperation– Task structure – favourable when there is
high task structure: clear goals, procedures, and objective measures of performance
– Position power – favourable when supported by the organization hierarchy
PoorGood
UnstructuredStructuredUnstructuredStructured
VIIIVIIVIVIVIIIIII
WeakStrongWeakStrongWeakStrongWeakStrong
TaskRelationshipTask
High Low
Fiedler’s Contingency Theory
Task structure
Position power
Effective leaderorientation
Leader-memberrelations
Favourableness
Situational approaches: Path-Goal Theory
• Leader behaviour types1. Directive behaviour – schedules work,
sets performance standards, gives direction
2. Supportive behaviour – friendly, approachable, expresses concern
3. Participative behaviour – uses consultative processes, shares work problems, considers suggestions
4. Achievement oriented – demanding and supportive, seeks continual improvement
Path-Goal Theory
• Subordinate characteristics– Locus of control – Self-confidence - subordinate perception of
their abilities – skills and experience
• Situational characteristics– Task structure– clear and routine versus
challenging and ambiguous– Team dynamics - work group norms and
influence
Situational approaches:Participative Models
• Purpose:– To motivate – increases enrichment and
autonomy– To create quality – adds more information
into the problem solving– To increase acceptance of the decision –
in issues of fairness or change
Participative Models
• Downsides
– Time and energy – involves a slower process and less experienced participants
– Lack or receptivity or knowledge – not everyone is interested or skilled enough
– Organizational climate or leader attributes – the organization or leader may not be predisposed to use participatory methods
Situational Leadership Theory
• Leader behaviour types– Task behaviour – spells out responsibilities and tells
people what to do (like initiating structure)– Relationship behaviour – listening, giving social
emotional support (like consideration)
• Follower maturity/ task readiness– Job maturity – task relevant knowledge, experience, and
skill– Psychological maturity – self-confidence, commitment,
and motivation
Situational Leadership Theory
• Four leadership styles:1. Telling – very directive, giving explicit direction (high task,
low relationship behaviour)
2. Selling – leader provides direction, uses persuasion to reduce resistance, may seek input (high task, high relationship behaviour)
3. Participating (consulting) – focus on growth and improvement through guidance, communication, and opportunities for subordinate decision making (low task, high relationship behaviour)
4. Delegating (join) – little direction or support, subordinates assume responsibility and are believed to be fully capable (low task, low relationship behaviour)
Selling(Hi T; Hi R)
Delegating (Lo T; Lo R)
Telling (Hi T; Lo R)
Participating(Lo T; Hi R)
M4 -Able and willing
M3 - Able but unwilling or insecure
M2 – Unable but willing
M1 –Unable and unwilling or insecure
Task behaviors
Rel
atio
nshi
p be
havi
ors
Contingency approach: Situational Leadership Theory
Low followermaturity
High followermaturity
Situational Approaches:Participative Leadership
• Three key considerations:
1. Quality requirement – can the decision turn out badly; are all options equal in quality
2. Commitment/Acceptance decision - will employees be committed enough to the decision to implement it properly
3. Time availability – how efficiently must the decision be made
leader participation contingency variables
• QR Quality Requirement–is the technical quality of this decision important
• LI Leader information – does the leader have sufficient information to create a high quality decision
• ST Problem Structure – is the problem well structured
• CR (AR) Commitment/Acceptance Requirement- is subordinate commitment to the decision important
• CP (AP) Commitment/Acceptance Probability – if you made the decision yourself, is it reasonably certain that subordinates would be committed to the decision information
leader participation contingency variables
• GC Goal Congruence – Do subordinates share the organizational goals to be attained by solving this problem
• CO Subordinate Conflict – Is conflict among subordinates likely in the preferred solution
• SI Subordinate Information – Do subordinates have sufficient information to make a high quality decision
leader participation contingency variables
• Added considerations:
TC Time Constraint – Is there a time constraint that limits your ability to involve subordinates
MD Motivation Development – Is it important to maximize the opportunities for subordinate development
Participative Leadership
• Issues:
– Not all subordinates are equally skilled or interested
– Not all managers are equally skilled or interested
– Not all organizational cultures support flexible decision styles
Transactional Leaders
• Power is derived through the ability to reward and punish
• Clear and define the pathway so that followers know what is expected
• Take into consideration followers needs
Transformational leaders
• Influence comes from follower acceptance of values and vision which guide all decisions and behaviours
• Transformational Leaders:– Intellectually stimulate followers– Give individualized consideration– Are charismatic
Neutralizers of leadershipPeople oriented Task
oriented leadership leadership
-Knowledgeable, experienced subordinates x-Subordinates with high need for independence x x-”Professional” subordinates x x-Subordinates indifferent to organizational rewards x x
-Subordinates doing routine or standardized work x-Task has built in feedback x-Task is intrinsically satisfying x-Organization is highly formalized (written rules) x-Work group is cohesive x x-Rewards cannot be affected by the supervisor x x-Large distance between supervisor and subordinate x x