INTERACTION BETWEEN THE LEADER AND THE SITUATION (cont.)

Subordinate AbilityPath-goal theory->it is intuitively appealing because it gives a manager a direct advice about how to behave in certain situations.

4 behavioral leadership styles:1. Instrumental style – calls for planning, organizing, and controlling the

activities of employees.2. Supportive style – leader shows concern for employees3. Participative style – leader shares information with employees and let

them participate in decision making4. Achievement-oriented style – sets challenging goals and rewards

increases in performance

Situational leadership theory->Another theory that focuses on the relationship between leader and follower.Follower readiness – the important follower characteristics

– the ability and willingness to perform a particular task

R1: Unable and unwilling or insecureR2: Unable but willing or confidentR3: Able but unwilling or insecureR4: Able and willing or confident

4 behavioral styles:1. Directing approach (R1 followers)

–most effective leader behavior–the leader directs the follower by telling him what to do and how to do it

2. Coaching approach (R2 followers)–subordinates are willing to do the work but are not sure how to do it–leader explains and clarifies how work should be done

3. Supporting approach (R3 followers)–followers or subordinates are given plenty of emotional support as well as opportunities for two-way communication–followers already know what to do but are not sure whether they want to do

it 4. Delegating approach (R4 followers)

–the followers are both willing and able to perform the task–followers are most productive and happy–the leader will delegate specific tasks to subordinates and let them complete those tasks with minimal supervision or guidance

Relationships with SubordinatesLeader-member exchange (LMX) theory ->originally called vertical dyad linkage (VDL) theory -> relationship between two people (dyad), the position of the leader above the subordinate (vertical), and their interrelated behavior (linkage)->unique situational theory that makes good intuitive sense

->concentrates on the interactions between leaders and subordinates->this theory states that leaders develop different roles and relationships with the people under them and thus act differently with different subordinates

2 groups:In-group-characterized by a high-quality relationship with the leader-subordinates in the in-group are those who have developed trusting, friendly relationships with the leader-the leader deals with them by allowing them to participate in decisions and by rarely disciplining them-subordinates are satisfied with their jobs, are less likely to leave the organization, perform higher levels, and engage in organizational citizenship behaviors-to become members of the in-group, employees often engage in such ingratiating behaviors as complimenting their leader-often receive higher performance ratings

Out-group-characterized by a low-quality relationship with the leader-treated differently and are more likely to be given direct orders and to have less say about how affairs are conducted

SPECIAL SKILLS*Leadership through Decision Making->is a specific behavior or skill that is important for a leader to possess->in other situations, decisions are best made with the participation of a leader’s subordinates, colleagues, or both.

*Leadership through Contact: Management by Walking Around->leaders and managers are most effective when they are out of their offices, walking around and meeting with and talking to employees and customers about their needs and progress->to increase communication, build relationships with employees, and encourage employee participation

*Leadership through Power->it is important to a leader because as it increases so does the leader’s potential to influence others->leaders who have power are able to obtain more resources, dictate policy, and advance farther in an organization than those who have little power

5 basic types of power:1. Expert power – leaders who know something useful-that is have expert

knowledge-will have power*the knowledge must be something that others in an organization need*others must be aware that the leader knows something

2. Legitimate power – basis of their positions3. Reward power – involves having control over both financial rewards (salary

increases, bonuses, or promotions) and nonfinancial rewards (praise or more favorable work assignments)

4. Coercive power – ability to punish (firing or nor promoting and the more subtle action of giving someone the cold shoulder)

5. Referent power – it may lie on the positive feelings that others hold for a leader (complimenting others, doing favors, and generally being friendly and supportive)

*Leadership through Vision: Transformational LeadershipTransformational leadership->focuses on changing or transforming the goals, values, ethics, standards, and performance of others->often labeled as being “visionary”, “charismatic”, and “inspirational”->lead by developing a vision, changing organizations to fit this vision, and motivating employees to reach the vision or long-term goal->transformational leaders are confident, have a need to influence others, and hold a strong attitude that their beliefs and ideas are correct->they innovate, challenge the status quo, focus on people, are flexible, look to the future, carefully analyze problems, and trust their intuition

3 highly related dimensions of transformational leadership: 1. Charisma – refers to leader with high moral and ethical standards who have

a strong vision of where they want their followers to go and who use enthusiasm to motivate their followers

2. Intellectual stimulation – refers to leaders who encourage change and open thinking, challenge the status quo, and appreciate diversity

3. Individual consideration – refers to leaders who encourage individual growth and take the time to mentor and coach their followers

5 characteristics that a good leader possesses (Hunt and Laing, 1997):1. Vision – good leaders have a vision of where they want the organization to

go and provide direction toward the end2. Differentiation – successful leaders are somehow different from their

followers, they are also similar enough to relate to and empathize with them3. Values – successful leaders have a strong values (ex. valued customer

service)4. Transmission of Vision and Values – successful leaders are able to

communicate their vision and values to others5. Flaws – leaders also have major flaw and they know it. This flaw makes the

leader more human and provides a target that followers can focus on when they are upset with the leader

*Leadership through Persuasion->ability to persuade others

2 important aspects of persuasion:1. Persuasion by Communication

->expertise – most knowledgeable about their common interest->trustworthiness – occasionally argue against what appears to be the own self-interest. A leader can communicate not only that he is similar to them but also that his goals are the same as theirs

->attractiveness – attractive people tend to receive higher interview scores. Attractive people are more persuasive than unattractive people

2. The Message->message discrepancy – asking for too much or making an argument that is too far away from that of the other side will diminish your credibility->one-sided versus two-sided arguments – it depends whether giving only one side of an argument is better than giving both sides. If the person being persuaded already is positive about an idea, it is usually better to argue only one side of an issue. If, however, the other person disagrees with the reasoning, it is better to argue both sides.->threats – another method of persuasion a leader can use when appropriate. For a threat to be effective, however, the person being persuaded must actually believe it will be carried out. But also, it can have negative consequences. Few people like being threatened, and many will resent the person who makes the threat.