Chapter 11

Leadership

“The ability to influence people toward the attainment of goals.”

Types of Leadership Theories Universal– Traits (I)– Behaviors (II)

» e.g., Ohio State, Leadership Grid (Blake & Mouton), Michigan

Contingency– Traits (III)

» e.g., Fiedler– Behaviors (IV)

» e.g., Hersey & Blanchard,

Type I Theories: Traits that Generally Differentiate Leaders

from Nonleaders Drive Desire to Lead Honesty and Integrity Self-Confidence Intelligence Job-Relevant Knowledge(Traits only provide the potential for leadership.

They don’t guarantee it will happen.)

2 Basic Leadership Styles(Types II, III, and IV Theories)

Category 1 Initiating Structure-- Job-Centered--------- Conc. for Production Task-Oriented--------

Directive---------------

Category 2 Consideration Employee-Centered Concern for People Relationship-

Oriented Supportive

Ohio State Studies (Type II) Consideration Initiating Structure(Leaders are supposedly Both, One,

or Neither - Viewed as two different dimensions)

The Leadership Grid (Type II) Concern for production measured on a

scale of 1 to 9 Concern for people measured on a scale

of 1 to 9 Team management (9,9) is often

considered the most effective style for all managers.

Blake & Mouton’sLeadership Grid

HighHigh

HighHighLowLow

LowLow Concern for ProductionConcern for Production

Con

cern

for

Peop

leC

once

rn fo

r Pe

ople

Country Club Country Club ManagementManagement

Impoverished Impoverished ManagementManagement

Team Team ManagementManagement

Authority-Authority-Compliance Compliance ManagementManagement

Middle-of-Middle-of-the-Road the-Road ManagementManagement

Michigan Studies (Type II)

Employee-Centered Leaders Job-Centered Leaders (Leaders are supposedly

Either/OR, but NOT Both - These were viewed as opposite extremes of the same continuum - c.f., Fiedler)

Contingency Approaches

Identify relevant Situational Variables and what Leader Traits or Styles are appropriate for each.

Hersey and Blanchard's Hersey and Blanchard's Situational TheorySituational TheorySituational VariablesSituational VariablesFollowers’Followers’ Readiness / Readiness /

Maturity is due to :Maturity is due to : AbilityAbility WillingnessWillingness

Leader BehaviorsLeader Behaviors Task Behavior (High or Task Behavior (High or

Low)Low) Relationship Behavior Relationship Behavior

(High or Low)(High or Low)4 Combinations:4 Combinations:

Telling (H-L)Telling (H-L)Selling (H-H)Selling (H-H)Participating (L-H)Participating (L-H)Delegating (L-L)Delegating (L-L)

Hersey & Blanchard’s Situ-Hersey & Blanchard’s Situ-ational Leadership (Type IV)ational Leadership (Type IV)

HighRelationship

and->->->LowTask

HighTask

<-<-<-andHigh

Relationship

LowRelationship

<-<-<-andLowTask

HighTask

and->->->Low

Relationship

Very High Low

R4 R3 R2 R1Moderate

Task BehaviorTask Behavior HighHigh

HighHigh

LowLow

Rel

atio

nshi

p B

ehav

ior

Rel

atio

nshi

p B

ehav

ior

Delegating

Delegating

Participating

Participating Selling

Selling

TellingTelling

ReadinessHigh

Fiedler's Contingency TheoryFiedler's Contingency Theory(Type III Theory)(Type III Theory)

Leader TraitsLeader Traits Relationship-orientedRelationship-oriented

(High LPC)(High LPC) Task-orientedTask-oriented (Low LPC) (Low LPC)

(Fiedler believed it is easier (Fiedler believed it is easier to change a situation than to change a situation than to change a leader’s to change a leader’s characteristics)characteristics)

Situational VariablesSituational Variables Leader-Member Leader-Member

RelationsRelations– Good vs. PoorGood vs. Poor

Task StructureTask Structure– Structured (High) Structured (High)

vs. Unstructured vs. Unstructured (Low)(Low)

Leader Position PowerLeader Position Power– Strong vs. WeakStrong vs. Weak

Fiedler’s RecommendationsFiedler’s Recommendations

Task-oriented managers more effective in very favorable or very unfavorable situations.

Relationship-oriented managers more effective in moderately favorable situations.

Fiedler’s Contingency ModelFiedler’s Contingency Model

GOODGOOD POORPOOR

HIGH LO W HIGH LOW HIGH LO W HIGH LOW

SS WW SS WW SS WW SS WW

Leader-MemberRelations

TaskStructure

PositionPower

Kinds ofLeadershipSituations

VeryFavorable

VeryUnfavorable

I II III IV V VI VII VIII1

Relationship-oriented managers most effective in IV, V, VI, VII.Task-oriented managers most effective in I, II, III or VIII.

Substitutes for LeadershipSubstitutes for Leadership ““SubstitutesSubstitutes” (+) accomplish by other ” (+) accomplish by other

means what leaders domeans what leaders do ““NeutralizersNeutralizers” (-) prevent leader from ” (-) prevent leader from

leadingleading

Substitutes for LeadershipSubstitutes for Leadership OrganizationalOrganizational Variables Variables Formalization Rules (+)Formalization Rules (+) Physical separation (-)Physical separation (-) Task Task characteristicscharacteristics Highly structured task (+)Highly structured task (+) Automatic feedback (+)Automatic feedback (+) GroupGroup characteristics characteristics Training/experience (+)Training/experience (+) Group doesn’t value the rewards given (-)Group doesn’t value the rewards given (-)

Newer Leadership Approaches These are outside the bounds of

most of the highly developed leadership theories.

A leader may well fit into more than one of the categories.

Transactional Leader This is the traditional view of leadership

that the new approaches are contrasted with.

A leader who clarifies subordinates’ role and task requirements, initiates structure, provides rewards, and displays consideration for subordinates.

Charismatic Leader A leader whose personality motivates

subordinates to transcend their expected performance.

Visionary Leader A leader who is able to imagine how the

future could be and inspire followers to work toward creating that future.

Transformational Leader A leader distinguished by a special ability to

bring about innovation and change – by inspiring people, not by coercion.

Servant Leader A leader who works to fulfill subordinates’

needs and goals - as a means to achieve the organization’s larger mission.

Level 5 Leader A leader with a combination of personal

humility and resolve More ambitious for their companies than for

themselves

Interactive Leader A leader who is concerned with consensus

building, is open and inclusive, and encourages participation

Seems to be more prevalent among females

Authentic Leader A leader who is ethical, people-

oriented, committed to the organization mission, and exhibits emotional intelligence.

Bases of Social PowerPositional - Likely Response

Legitimate - ComplianceReward - ComplianceCoercive - Resistance

PersonalReferent - CommitmentExpert - Commitment

----------------------------------------------------More Types of Power? Information? Association?

Fundamentals of Gaining PowerFundamentals of Gaining PowerGain power by making othersGain power by making others dependent dependent

on youon you for: for: Scarce ResourcesScarce Resources InformationInformation Solution of Important ProblemsSolution of Important Problems Reducing UncertaintyReducing Uncertainty

Political BehaviorPolitical Behavior PositivePositive or Helpful when: or Helpful when:– Personal Goals compatible with org’s.Personal Goals compatible with org’s.– Sanctioned use of powerSanctioned use of power» e.g., developing skills, using referent powere.g., developing skills, using referent power

Negative Political Behavior is Negative Political Behavior is LowLow When: When:– Rules, policies exist where appropriateRules, policies exist where appropriate– Performance is measured and rewarded Performance is measured and rewarded

accordinglyaccordingly– Negative polit. behav. is not rewardedNegative polit. behav. is not rewarded

Implications of Leadership Theories

Know your preferred Style. Know and care about your Followers. Know and care about the Task. Understand the Environment affecting

you and your followers.

Implications of Leadership Theories

Fit your Style to your Followers, the Task, and the Environment. (This may include making changes in S, F, T, or E.)

Enhance your Referent and Expert Power

Visualize the Future and prepare your Followers for it