leadership ppp
TRANSCRIPT
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Basic Approaches toBasic Approaches to
LeadershipLeadership
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What Is Leadership?What Is Leadership? Leadership
The ability to influence a group toward the
achievement of goals
Management
Use of authority inherent in designated formal rankto obtain compliance from organizational members
Both are necessary for organizational success
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TraitTheories of LeadershipTraitTheories of Leadership
Theories that consider personality, social, physical, orintellectual traits to differentiate leaders from nonleaders
Not very useful until matched with the Big Five Personality
Framework
Leadership Traits
Extroversion
Conscientiousness
Openness
Emotional Intelligence (Qualified) Traits can predict leadership, but they are
better at predicting leader emergence than effectiveness.
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TraitTheories of LeadershipTraitTheories of Leadership
Leadership traits Drive
Desire to lead
Honesty & integrity
Self confidence Intelligence
Job relevant knowledge
Extraversion.
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BehavioralTheories of LeadershipBehavioralTheories of Leadership
Theories proposing that specific behaviors differentiate leadersfrom nonleaders
Differences between theories of leadership:
Trait theory: leadership is inherent, so we must identify the
leader based on his or her traits
Behavioral theory: leadership is a skill set and can be
taught to anyone, so we must
identify the proper behaviors
to teach potential leaders
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Important Behavioral StudiesImportant Behavioral Studies
Ohio State University
Found two key dimensions of leader behavior:
Initiating structure the defining and structuring of roles
Consideration job relationships that reflect trust and respect
Both are important University of Michigan
Also found two key dimensions of leader behavior:
Employee-oriented emphasizes interpersonal relationships
and is the most powerful dimension Production-oriented emphasizes the technical aspects of the
job
The dimensions of the two studies are very similar
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Blake and Moutons Managerial GridBlake and Moutons Managerial Grid
Draws on both studies toassess leadership style
Concern for People is
Consideration and
Employee-Orientation
Concern for
Production is Initiating
Structure and
Production-Orientation
Style is determined by
position on the graph
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Important Behavioral StudiesImportant Behavioral Studies
University of Lowa
Democratic style
Autocratic style Laissez faire style
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Contingency TheoriesContingency Theories
While trait and behavior theories do help us understandleadership, an important component is missing: the
environment in which the leader exists
Contingency Theory deals with this additional aspect of
leadership effectiveness studies
Three key theories:
Fielders Model
Hersey and Blanchards Situational Leadership Theory Path-Goal Theory
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Fiedler ModelFiedler Model
Effective group performance depends on the proper matchbetween leadership style and the situation
Assumes that leadership style (based on orientation
revealed in LPC questionnaire) is fixed
Considers Three Situational Factors: Leader-member relations: degree of confidence and trust in
the leader
Task structure: degree of structure in the jobs
Position power: leaders ability to hire, fire, and reward For effective leadership: must change to a leader who fits the
situation or change the situational variables to fit the current
leader
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Graphic Representation ofGraphic Representation of
Fiedlers ModelFiedlers Model
Used to
determine
which type
of leader touse in a
given
situation
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Assessment ofFiedlers ModelAssessment ofFiedlers Model
Positives: Considerable evidence supports the model,
especially if the original eight situations are
grouped into three
Problems:
The logic behind the LPC
scale is not well understood
LPC scores are not stable
Contingency variables are
complex and hard to
determine
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Fiedlers Cognitive Resource TheoryFiedlers Cognitive Resource Theory
A refinement of Fiedlers original model: Focuses on stress as the enemy of rationality and creator of
unfavorable conditions
A leaders intelligence and experience influence his or her
reaction to that stress
Research is supporting the theory.
Stress Level
Low
High
IntellectualAbilities
Effective
Ineffective
LeadersExperience
Ineffective
Effective
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Hersey & Blanchards Situational LeadershipHersey & Blanchards Situational Leadership
A model that focuses on follower readiness
Followers can accept or reject the leader
Effectiveness depends on the followers response to the
leaders actions
Readiness is the extent to which people have the ability
and willingness to accomplish a specific task
A paternal model:
As the child matures, the adult releases more and more
control over the situation
As the workers become more ready, the leader becomes
more laissez-faire
An intuitive model that does not get much support from the
research findings
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Houses PathHouses Path--GoalTheoryGoalTheory
Builds from the Ohio State studies and theexpectancy theory of motivation
The Theory:
Leaders provide followers with information, support, and
resources to help them achieve their goals Leaders help clarify the path to the workers goals
Leaders can display multiple leadership types
Four types of leaders:
Directive: focuses on the work to be done
Supportive: focuses on the well-being of the worker
Participative: consults with employees in decision-making
Achievement-Oriented: sets challenging goals
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PathPath--Goal ModelGoal Model Two classes of contingency variables:
Environmental are outside of employee control
Subordinate factors are internal to employee
Mixed support in the research findings
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Contemporary view ofContemporary view of
leadershipleadership
Transactional leaders: would motivate people by exchangingrewards for their productivity
Transformational leadership : stimulates & inspires followersto achieve extraordinary results
Charismatic leadership : high energy people who can influencepeople to behave in certain way
Visionary : Ability to articulate a realistic version of the future.
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Managing powerManaging power
Legitimate power
Coercive power
Reward power Expert power
Referent power
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Building trust in the teamBuilding trust in the team
Practice openness
Be fair
Speak your feelings
Tell the truth Show consistency
Fulfill your promise
Maintain confidence
Demonstrate competency
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Gender difference & leadership