Chapter 3

Early Theories: The Foundations of Modern LeadershipChapter 3Learning ObjectivesIdentify the three major eras in the study of leadership and their contributions to modern leadershipExplain the methods, results, shortcomings, and contributions of the trait and behavioral approaches to leadership and identify their impact on current approachesPresent the principles of a contingency approach to leadershipDiscuss the most significant early theories of leadership and their implications for current theory and practice of leadershipEras of Modern LeadershipThe trait era 1800s to mid 1940sFocus on leader personalityThe behavior era mid 1940s to 1970sFocus on leader behaviorThe contingency era early 1960s to present- Focus on understanding both the leader and leadership situationThe Behavior Era Assumptions and FindingsAssumptionsFindingsBehaviors rather than traits matterBehaviors are observable and measurable Behaviors can be taughtKey behaviors are task/structuring and relationships/considerationBehaviors done alone do not determine effective leadershipNo clear findings as to which behaviors are most effectiveExamples of Major Leadership BehaviorsTask-StructuringRelationships-ConsiderationSet goalsClarify expectationsSet schedules and timelinesAssign tasksShow empathy and understandingBe friendly and approachableAllow participationNurture followersThe Contingency Era Assumptions and FindingsNo one best way to leadSimple traits or behaviors alone do not explain or predict leadershipUnderstanding both leader trait/behavior and situation is neededPersonal and situational factors affect leadership effectivenessFiedlers Contingency ModelLeadership effectiveness is a function of the match or fit between leaders style and the leadership situationThe leaders style has a trait-like quality and cannot be changed from one situation to anotherThe leader must change the situation to fit his/her styleElements of Fiedlers Contingency ModelLeadershipThe Leaders styleTask or relationship motivation measured by LPC scaleSituational control- leader-member relations- task structure- position powerTask and Relationship-Motivated LeadersTask-Motivated (Low-LPC)Relationship-Motivated (High-LPC)Draws self-esteem from task completionFocuses on task firstCan be harsh with failing followersConsiders competence a key follower traitEnjoys detailsDraws self-esteem from interpersonal relationshipsFocuses on people firstLikes to please othersConsiders loyalty to be key follower traitGets bored with detailsPractical Implications of Fiedlers Contingency ModelLeaders must understand their own style and their leadership situationLeaders should focus on changing their leadership situation to match their style rather than try to change their styleA good relationship with followers is key to a leaders ability to leadLeaders can seek training to compensate for lack of task structureThe Normative Decision ModelLeaders are effective when they use decision styles that match the situationLeaders can learn to change and use different decision stylesUnderstanding the leadership situation is essential to effectivenessElements of the Normative Decision ModelThe leaders decision styleAutocratic makes decision with little or no involvement from followersConsultation consults with followers yet makes final decisionGroup consensus to solve problemTotal delegation allows 1 employee (follower) make decisionSituational contingency factorsQuality of the decisionAcceptance of decision by subordinatesContingency Factors in the Normative Decision ModelQuality requirements (QR) How important is the quality of the decision?Commitment requirement (CR) How important is employee commitment to the implementation of the decision?Leader information (LI) Does the leader have enough information to make a high-quality decision?Structure of the problem (ST) Is the problem clear and well-structured ?Commitment probability (CP) How likely is employee commitment to the solution if the leader makes the decision alone?Goal congruence (GC) Do employees agree with and support organizational goals?Employee conflict (CO) Is there conflict among employees over a solution?Subordinate information (SI) Do employees have enough information to make a high-quality decision?What Decision-Making Styles Are Appropriate When?AUTOCRATIC- when the leader has sufficient information to make a decision- when the quality of the decision is not essential- when employees do not agree with each other- when employees do not agree with the goals of the organizationCONSULTATION- the leader has sufficient information, but the employees demand participation to implement the decisionWhat Decision-Making Styles Are Appropriate When? Cont.CONSULTATION- the leader has sufficient information, but the employees demand participation to implement the decision- the leader has insufficient information, and the employee consultation will help the leader gather more information as well as develop commitmentFollowers generally agree with the goals of the organization

What Decision-Making Styles Are Appropriate When? Cont.GROUP- when the leader does not have all the information- quality is important- employee commitment is essential

DELEGATION- used to assign the decision to a single individual who has the needed information, competence, and organizational commitment to make and implement itPractical Implications of the Normative Decision ModelLeaders must understand their leadership situationLeaders must learn different decision stylesParticipation is not always desirableLeaders must pay attention to their followers needs and reactions when making decisionsPath-Goal TheoryThe leaders primary goal is to motivate followers to complete their task by removing obstaclesThe leader must change his/her behaviors based on needs of the followersPractical Implications of Path-Goal TheoryLeaders must understand their followers perception of the taskLeaders must take their followers need for challenge and autonomy into considerationWhen followers need challenge or the task is challenging, leaders must avoid being directiveWhen the task is routine, boring or stressful, leaders must be supportiveSubstitute for Leadership Model (SLM)There are some situations where leaders are not neededVarious factors can substitute for leadership behaviors or neutralize the leaders actionsLeaders must learn to recognize situations and use appropriate behaviorsSLM: Follower CharacteristicsExperience and training substitute for leader structuringFollower professionalism substitute for leader consideration and structuringLack of value for goals neutralizes leader consideration and structuringSLM: Task CharacteristicsUnambiguous tasks substitute for leader structuringDirect feedback from task substitutes for leader structuring and considerationChallenging tasks substitute for leader considerationSLM: Organizational CharacteristicsA cohesive team substitutes for leader structuring and considerationLeaders lack of power neutralizes structuring and considerationStandardization and formalization substitute for leader structuringOrganizational rigidity neutralizes leader structuringPhysical distance from followers neutralizes structuring and considerationPractical Implications of the SLMLeaders can use various substitutes to free up their time or to empower and develop followersTechnology can support the development of substitutesTeams and autonomous work groups can use substitutes positivelyLeader-Member Exchange Model (LMX)Leadership is a personal relationship between leaders and each of their followersLeaders do not treat every follower the same wayEvery follower does not experience leadership in the same wayLeaders have closer and richer relationships with followers in their in-group than with those who are in out-groupStages of LMXPractical Implications of LMXAvoid highly differentiated groupsKeep membership fluid and dynamicMaintain different in-groups for different activitiesBase in-group membership on performance and potentialReview criteria for in-group membership regularlyConsider culture when determining membership