Buad 309 Chapter 16

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Leadership:

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1. Is a process between a leader and follower, 2. Involves social influence, 3. Occurs at multiple levels in an organization (individual- mentor, group-team building, organization-, 4. Leadership focuses on goal accomplishment. Defined as a process whereby an individual influences a group of individuals to achieve a common goal.

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Managers perform functions associated with planning, investigating, organizing, and control

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and leaders deal with the interpersonal aspects of a manager’s job, leaders inspire others, provide emotional support, and try to get employees to rally around a common goal.

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Trait theories

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that leadership traits were not innate but could be developed through experience and learning.

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Leader trait

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is a physical or personality characteristic that can be used to differentiate leaders from followers.

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Key positive leadership traits

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intelligence, self-confidence, determination, honesty/integrity, sociability, problem-solving skills, extraversion, conscientiousness.

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Leadership prototype

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is a mental representation of the traits and behavior s that people believe are possessed by leaders.

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Emotional intelligence

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is the ability to manage oneself and one’s relationship in mature and constructive ways.

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Behavioral Styles Theory:

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it was believed that leader behavior directly affected work group effectiveness. Leaders are made not born, opposite of trait theorists.

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Consideration:

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involves leader behavior associated with creating mutual respect or trust and focuses on a concern for group members’ needs and desires. Creating mutual respect and trust with followers. More liked

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Initiating structure

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: is leader behavior that organizes and defines what group members should be doing to maximize output. Organizing and defining what group members should be doing. Get more done

Front 11

4 leadership styles derived from the Ohio state studies:

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low structure, high consideration: less emphasis is placed on structuring employee task while the leader concentrates on satisfying employee needs and wants. High structure, high consideration: the leader provides a lot of guidance about how tasks can be completed while being highly considerate of employees needs and wants. Low structure, low consideration: the leader fails to provide necessary structure and demonstrates little consideration for employee needs and wants. High structure, low consideration: primary emphasis is placed on structuring employee task while the leader demonstrates little consideration for employee needs and wants.

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Peter Drucker’s tips for improving leadership effectiveness

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1. Determine what needs to be done, 2. Determine the right thing to do for the welfare of the entire enterprice or organization, 3. Develop action plans that spiffy desired results, probable restraints, future revisions, check-in points and implications for how one should spend his or her time, 4. Take responsibility for decisions, 5. Take responsibility for communicating action plans and give people the information they need to get the job done, 6. Focus on opportunities rather than problems. Do not sweep problems under the rug, and treat change as an opportunity rather than a threat, 7. Run productive meetings. Different types of meeting require different forms of preparation and different results. Prepare accordingly, 8. Think and say “we” rather than “I”. Consider the needs and opportunities of the organization before thinking of your own opportunities and needs, 9. Listen first, speak last(managerial rule).

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Situational theories

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propose that the effectiveness of a particular style of leader behavior depends on the situation. As situations change different styles become appropriate

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Contingency theory:

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it is 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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Leadership styles

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tasks-motivated leaders: focus on accomplishing goals, relationship-motivated leaders: are more interested in developing positive relationships with followers. High=relationship motivated, low=task-motivated

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Situational control:

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refers to the amount of control and influence the leader has in her or his immediate, work environment. High=produce predictable results of ability to influence, low= decisions may not influence work outcomes, little influence. Three dimensions of situation control are: leader-member relations, task structure, and position power.

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Leader-member relations

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extent to which the leader has the support, loyalty, and trust of the work group. Most important, leader can depend on the group.

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Task structure

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is concerned with the amount of structure contained within task performed by the work group. Managerial job contains less structure than that of a bank teller.

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Position power

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refers to the degree to which the leader has formal power to reward, punish, or other wise obtain compliance from employees.

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Task motivated leaders are best when there is situations of high control, under situations of moderate control, relationship-motivated leaders are expected to be more effective, and under situations where there is low control task-motivated is more effective.

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Leaders may be good at leading in some situations and not in others, need to adjust leadership skills to fit the situation at hand.

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Path-goal theory

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model that describes how leadership effectiveness is influenced by the interaction between four leadership styles: directive, supportive, participative, and achievement-oriented along with a variety of contingency factors.

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Contingency factors

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Variables that influence the appropriateness of a leadership style. Are situational variables that cause one style of leadership to be more effective than another.

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A general representation of House’s Revised Path-Goal theory:

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Leader behavior: path-goal clarifying, achievement oriented, work facilitation, supportive, interaction facilitation, group-oriented decision making, representation and networking, value based. Employee characteristics: locus of control, tasks ability, need for achievement, experience, need for clarity. Environmental factors: task structure, work group dynamics. Leadership effectiveness: employee motivation, employee satisfaction, employee performance, leader acceptance, work-unit performance.

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Effective leaders access and use more than one style of leadership, use different leadership behavior in different situations.

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Full-range model of leadership: leadership behavior varied along a continuum from laissez-faire leadership (general failure to take responsibility for leading), to transactional leadership to transformational leadership

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Transactional leadership

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focuses on clarifying employees’ role and task requirements and providing followers with positive and negative rewards contingent on performance. Setting goals, monitoring progress toward goal achievement and rewarding and punishing people for their level of goal achievement. Based on extrinsic motivation to increase employees productivity,

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Transformational leaders

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: 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. Transforms employees to pursue organizational goals over self-interest. Intrinsic motivation, trust, commitment, and loyalty from followers. Can be trait-like but also learned. Organizational culture also influences the extent to which leaders are transformational (adaptive and flexible more likely that rigid and bureaucratic).

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Transformational leaders engage in 4 key sets of behaviors:

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Inspirational motivation: involves establishing an attractive vision of the future, the use of emotional arguments, and exhibition of optimism and enthusiasm. Idealized influences: includes behaviors such as sacrificing for the good of the group, being a role model, and display high ethical standards. Individualized considerations: entails behaviors associated with providing support, encouragement, empowerment, and coaching to employees. Intellectual stimulation: involves behaviors that encourage employees to question the status quo and to seek innovation and creative solutions to organizational problems.

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A transformational Model of leadership:

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individual and organizational characteristics: traits, life experiences, organizational culture. Leader behavior: inspirational motivation, idealized influences, individualized consideration, intellectual stimulation. Effects on followers and work groups: increases intrinsic motivation, achievement orientation, and goal pursuit, increased identification and trust with the leader, increased identification and cohesion with work group members, increases self-esteem, self-efficiency, and intrinsic interests in goal accomplishment, increased role-modeling of transformational leadership. Outcomes: personal commitment to leader and vision, self-sacrificial behavior, organizational commitment, task meaningfulness and satisfaction, increased individual, group, and organizational performance.

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Leader-member exchange(LMX):

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revolves around the development of dyadic relationships between managers and their direct reports. This model is quite different form those previously discussed in that it focuses on the quality of relationships between managers and subordinates as opposed to the behaviors or traits of either leaders or followers. It also dos not assume that leader behavior is characterized by a stable or average leadership style. Based upon the assumption that leaders develop unique one-to-one relationships with each of the people reporting to them, behavioral scientist cal this sort of relationship a vertical dyad. In-group and out-group exchange.

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In-group exchange

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

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Out-group exchange

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

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Shared Leadership:

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entails a simultaneous, ongoing, mutual influence process in which individuals share responsibility for leading regardless of formal roles and titles.

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The level 5 hierarchy

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good to great leadership-has all levels, makes it to level 5. level 1: highly capable individual: makes productive contributions through talent, knowledge, skills, and good work habits. Level 2: contributing team member: contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting. Level 3: competent manager: organizes people and resources toward the effective and efficient pursuit of predetermined objectives. Level 4: effective leader: catalyzes commitment to and vigorous pursuit of a clear and competing vision, stimulating a higher performance standard. Level 5: executive: builds enduring greatness through a paradoxical blend of personal humidity and professional will.

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Servant leadership

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focuses on increased service to others rather than to oneself, less likely to engage in self-serving behaviors that hurt others(employees and stockholders). Characteristics: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to growth of people, building community.

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Followers want organizational leaders to create feelings of significance( what one odes at work is important and meaningful),

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community (a sense of unity encourages people to treat others with respect and dignity and to work together in pursuit of organizational goals), and excitement (people are engaged and feel energy to work.

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Summary Approaches to studying leadership:
Trait approaches

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Stogdill and Mann’s five traits-intelligence, dominance, self-confidence, level of energy, and task-relevant knowledge. Leadership protypes-intelligence, masculinity, and dominance. Kouzes and Posner’s four traits-honesty, forward-looking, inspiring, and competent. Goleman-emotional intelligence. Judge and colleagues-two meta-analysis: importance of extroversion, conscientiousness, and openness; importance of personality over intelligence. Kellerman’s bad traits- incompetent, rigid, intemperate, callous, corrupt, insular, and evil.

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Behavioral approaches

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Ohio state studies- two dimensions: initiating structure behavior and consideration behavior. University of Michigan studies- two leader styles: job-centered and employee centered.

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Contingency approaches

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fielder’s contingency model-task-oriented style and relationship-oriented style; and three dimensions of situational control: leader- member relations, task structure, and position power. House’s path-goal revised theory- eight leadership behaviors clarify paths for follower’s goals; and employee characteristics and environmental factors are contingency factors that influence the effectiveness of leadership behavior.

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Transformational Approach

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bass and Avolio’s four transformational leadership behaviors-inspirational motivation, idealized influence, individualized influence, individualized consideration, and intellectual stimulation. Full-range theory of leadership- leadership varies along a continuum from laissez-faire leadership to transactional leadership to transformational leadership.

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Emerging Approaches

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: leader-member exchange (LMX) model-dyadic relationship between leaders and followers is critical. Shared leadership- mutual influence process in which people share responsibility for leading. Collins Level 5 leadership-leader has humility plus fearless will to succeed, plus four other capabilities. Greenleaf’s servant leadership- providing service to others not oneself. Role of followers in leadership process- followers manage the leader- follower relationship.

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Characteristics of being a leader

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motivating, influencing, and changing behavior. Inspiring, setting the tone, and articulating a vision. Managing people, being charismatic, being visionary, understanding and using power and influence, acting decisively, putting people first; the leader knows, responds to, and acts for his or her followers. Leaders can make mistakes when: they choose the wrong goal, direction, or inspiration, due to incompetence or bad intentions, or they overload, or they are unable to deliver on, implement the vision due to incompetence or lack of follow through commitment.

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Characteristics a manager has

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practicing stewardship, directing and being help accountable for resources, executing plans, implementing, and delivering the goods and services, managing resources, being conscientious, planning, organizing, directing, and controlling, understanding and using authority and responsibility, a citing responsible, putting customers firs; the manager knows, responds to, and acts for his or her customers. Mangers can make mistakes when: they fail to grasp the importance of people as the key resource, or they under lead, they treat people like other resources, numbers or they are eager to direct and to control but are unwilling to accept accountability.