LEADERSHIPLEADERSHIP

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CHAPTER 14CHAPTER 14

LEADERSHIPLEADERSHIP

• DefineDefine• Trait and Behavioral TheoriesTrait and Behavioral Theories• Situational TheoriesSituational Theories• Transactional vs. TransformationalTransactional vs. Transformational• Contemporary modelsContemporary models• Leaders on leadershipLeaders on leadership• Million dollar questions Million dollar questions

Trait and Behavioral Trait and Behavioral PerspectivesPerspectives

• Trait TheoryTrait Theory– Leadership prototypesLeadership prototypes– Gender researchGender research

• Behavioral Styles TheoryBehavioral Styles Theory– Ohio State StudiesOhio State Studies– Michigan StudiesMichigan Studies– Leadership GridLeadership Grid– ImplicationsImplications

• The Ohio State Studies:The Ohio State Studies: identified two critical identified two critical dimensions of leader behavior.dimensions of leader behavior.– Consideration: Consideration: creating mutual creating mutual

respect and trust with followers.respect and trust with followers.– Initiating structure: Initiating structure:

organizing and defining what organizing and defining what group members should be doing.group members should be doing.

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Behavioral Styles Theory

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• University of Michigan StudiesUniversity of Michigan Studies– identified two leadership styles—employee- identified two leadership styles—employee-

centered and job-centered--similar to the centered and job-centered--similar to the Ohio State studiesOhio State studies

• The Leadership Grid The Leadership Grid ©© – Five leadership styles—combinations of Five leadership styles—combinations of

concern for production and concern for concern for production and concern for peoplepeople• Impoverished managementImpoverished management• Country club managementCountry club management• Authority-complianceAuthority-compliance• Middle-of-the-road managementMiddle-of-the-road management• Team managementTeam management

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Behavioral Styles Theory (Cont.)

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•Situational theories: Leader Leader styles should match the situationstyles should match the situation

•Fiedler’s Contingency Model– The performance of a leader The performance of a leader

depends on two interrelated depends on two interrelated factors:factors:• Degree the situation gives the leader Degree the situation gives the leader

control and influencecontrol and influence• Leader’s motivationLeader’s motivation

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Situational Theories

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Representation of Fiedler’s Contingency Model

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SituationalControl

High ControlSituations

Moderate Control Situations

Low Control Situations

Leader-memberrelations

Task Structure

Position Power

Good Good Good

High High Low

Strong Weak Strong

Good Poor Poor

Low High High

Weak Strong Weak

Poor Poor

Low Low

Strong Weak

Situation I II III IV V VI VII VIII

Optimal Leadership

Style

Task Motivated Leadership

Relationship Motivated

Leadership

Task Motivated

Leadership

SituationalLeadership Model

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SellingS2

Explain decisions and provide opportunity for

clarification

ParticipatingS3

Share ideas andfacilitate in

decision making

Follower-Directed Leader-DirectedFollower-Directed Leader-Directed

LowLow

LowLow

HighHigh

HighHigh

Leader BehaviorLeader Behavior

Task BehaviorTask Behavior

Follower ReadinessFollower ReadinessHighHigh Moderate Moderate Low Low R4 R4 R3 R3 R2 R2 R1R1

Rel

ati

on

ship

Beh

avio

rR

ela

tio

nsh

ip B

ehav

ior

(su

pp

ort

ive

beh

avi

or)

(su

pp

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beh

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DelegatingS4

Turn overresponsibility for

decisions andimplementation

TellingS1

Provide specificinstructions and closelysupervise performance

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• Path-goal clarifying behaviors• Achievement-oriented behaviors• Work facilitation behaviors• Supportive behaviors• Interaction facilitation behaviors• Group-oriented decision-making

behaviors• Representation and networking

behaviors• Value-based behaviors

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Categories of Leader Behavior withinthe Revised Path-Goal Theory

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Transactional vs. Transactional vs. Transformational Transformational

LeadershipLeadership• Transactional leadershipTransactional leadership• Transformational leadershipTransformational leadership

– Individual & org characteristicsIndividual & org characteristics– Leader behaviorsLeader behaviors– Effects on followersEffects on followers– OutcomesOutcomes

• What does it mean?What does it mean?

Contemporary ModelsContemporary Models

• Leader-Member Exchange ModelLeader-Member Exchange Model– in-group exchange: a partnership characterized

bymutual trust, respect and liking

– out-group exchange: a partnership characterized bya lack of mutual trust, respect and liking

• Shared leadershipShared leadership• Servant leadershipServant leadership• Level 5 leadershipLevel 5 leadership

Characteristics of Servant Leadership

Rely more on persuasion than positional authority when trying to influence others

Persuasion

Characteristics

Awareness Self-aware of strengths and challenges

Healing Make others whole in the face of failures and suffering

EmpathyEmpathy Empathize with others’ needs and feelings

Listening Listening to identify and clarify needs and desires of a group

DescriptionDescription

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Characteristics of Servant Leadership (Cont.)

Strive to develop a “we” cultureBuilding community

Characteristics

Commitment to followers’ growth

Committed to followers’ future

Stewardship Stewards of their followers

Vision Foresee future outcomes related to decisions, actions

Conceptualization

Servant leaders take the time and effort to develop broader based conceptual thinking

Description

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The Level 5 Hierarchy

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Level 4: Effective Leader

Level 3: Competent Manager

Level 2: Contributing Team Member

Level 5: Executive

Level 1: Highly Capable Individual

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• Men tend to display more task leadership; women more social leadership

• Women tend to be more democratic and participative. Men tend to be more autocratic and directive.

• Men and women were equally assertive

• Study: female executives, rated 360 degrees, scored higher on a variety of effectiveness criteria

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Gender and Leadership

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Leaders on LeadershipLeaders on Leadership

• Jack WelchJack Welch::– Leaders relentlessly upgrade their team, Leaders relentlessly upgrade their team,

using every encounter to evaluate, using every encounter to evaluate, coach build confidence.coach build confidence.

– Make sure everyone sees the vision, Make sure everyone sees the vision, lives it and breathes it.lives it and breathes it.

– Exude positive energy and optimism.Exude positive energy and optimism.– Establish trust with candor, Establish trust with candor,

transparency and credit.transparency and credit.

Leaders on LeadershipLeaders on Leadership

• Jack WelchJack Welch::– Have the courage to make unpopular Have the courage to make unpopular

decisions and gut calls.decisions and gut calls.– A leader’s job is to have all the A leader’s job is to have all the

questions. Have undying curiosity.questions. Have undying curiosity.– Model risk-taking and learning.Model risk-taking and learning.– Celebrate employee achievement!Celebrate employee achievement!

Leaders on LeadershipLeaders on Leadership

• Rudy GiulianiRudy Giuliani::– Leaders are made.Leaders are made.– Develop and communicate strong Develop and communicate strong

beliefs.beliefs.– Be optimistic.Be optimistic.– Be courageous; manage fear.Be courageous; manage fear.– Be ethical.Be ethical.– Prepare relentlessly.Prepare relentlessly.– Surround yourself with great people.Surround yourself with great people.

Leaders on LeadershipLeaders on Leadership

• Rudy GiulianiRudy Giuliani::– Be a good communicator.Be a good communicator.– Enjoy people; use humor.Enjoy people; use humor.– We mentality: “Come with us.”We mentality: “Come with us.”

1. Leadership development is a key business strategy

2. Leadership excellence is a definable set of standards

3. People are responsible for their own development

4. Leaders are developed primarily on the job5. People are an asset6. HR is vital to the success of leadership

development

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Leaders on Leadership: Johnson & Johnson’s Seven Guiding Principles

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And the Million Dollar And the Million Dollar Questions….Questions….

• Are leaders born or made?Are leaders born or made?• Can we teach leadership?Can we teach leadership?• Which theory is the best?Which theory is the best?• What can we learn from Katrina? What can we learn from Katrina? • When is leadership not needed?When is leadership not needed?