Leadership

The act of influencing others to act toward the achievement of a goal

Process of providing direction, energizing, others, and obtaining commitment to the leaders cause

Leadership involves informal power rather than formal power

Power

Ability to influence others ideas, thoughts, or behaviors

Types of powerLegitimateRewardCoerciveReferentExpert

Legitimate Power

A result of formal position within an organization

Access to resources, information, and key individuals in the organization

Authority-right to command and decide based upon position

Outcomes?

Reward Power

Influence that results from leader’s ability to satisfy needs

I behave in a certain way because I feel that the leader will provide me with some reward (money, benefits, praise, promotion, etc.)

Coercive Power

Influence through fear and punishment Demotions, firing, pay-cuts Outcomes?? How do you train your dog?

Referent Power

Influence resulting from respect of the leader

Result of reputation, admiration, charisma, or personal identification

Outcomes??

Expert Power

Influence based on the possession of specialized knowledge, skills, or expertise

People who possess information about your projects may exert expert power over you.

Outcomes??

Adapted from Figure 15.1

Expert

Referent

Reward

Legitimate

Coercive

Most likely response from Most likely response from followersfollowersType of power used by leaderType of power used by leader

Consequences of Using 5 Types of Power

CommitmentCommitment

ComplianceCompliance

ResistanceResistance

15.2

Leadership Models

Trait models-focus on what characteristics make for good leaders

Behavioral models-what behaviors do good leaders demonstrate

Contingency models-matching of the followers with the right type of leader

Trait Models

Physical-young middle aged, good appearance JFK

Social Background-right stock, education Personality-adaptable, achievement and

power needs, Type A, self confident, and charismatic

You either got ‘em or ya don’t

Behavior Models

Look at the actions of effective and ineffective leaders

Delegation skills Communication skills How roles of leadership are handled and

balanced The right ways can be taught and learned

McGregor’s Theory X and Y

Theory XPeople are economic beingsGenerally lazy, and unmotivatedPeople need a directive style of leadership

Theory YPeople are internally motivatedGenerally work hard, cooperateWork best with participative leadership style

Michigan State Studies

Likert 1961 Two types of leaders

Task oriented-concerned with goals, structure, and activities to meet ends

Employee Oriented-concerned with social and emotional needs of employees

Mutually Exclusive Task>greater prod. Employee>Happy

Ohio State Studies

Surveyed employees about their supervisors

Two styles of leadershipConsiderate-friendship, mutual trust, and

respect Initiating Structure-production Centered

Outcomes of each??

Blake & Mouton Mgt. Grid

Five styles of leadership based on the concerns of leaders for people or production Impoverished-low concern for bothCountry-club-high concern for people Produce or perish-high concern for productionMiddle of the road-medium concern for bothTeam style-high concern for both

The Managerial Grid Model

Adapted from Figure 15.3

Source: R. R. Blake, J. S. Mouton, and L. E. Greiner. Breakthrough in organization development. Harvard Business Review. November-December 1964

Concern for productionConcern for production

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1 2 3 4 5 6 7 8 9

9

8

7

6

5

4

3

2

1

HighLow

High

Low

(5,5)

Middle-of-the-road style

(9,9)

Team style

(9,1)

Produce orperish style

(1,1)Impoverished style

(1,9)

Country club style

15.4

Empowerment model

Leader shares influence and control with followers

Gives employees sense of meaning and brings their hearts into the work

Generally employees feel more satisfied but....Not all workers feel comfortable with the

responsibility

Contingency Models-how leader acts w/various situational factors

Leader Member Exchange (conflict with book)

Fiedler’s Contingency Model Hersey and Blanchard’s Situational

Leadership Model House’s Path Goal Model Vroom & Jago’s Decision Tree

Situational Factors Influencing a Leader’s Effectiveness

Adapted from Figure 15.4

CoreCompetencies

Maturity offollowers

Employee’sneeds

Decisionmaking

Leader-followerrelations

Types and uses ofpower

Task structure

Traits

15.5

Fiedler’s Contingency Model

Attempts to match leaders style to demands of each situation

Managers shouldunderstand own leadership styleassess the situationmatch style to situation

Change situation, or change managers..can’t change manager’s style

Used Least Preferred Coworker

Fiedler’s Model Fiedler’s Model Situation characteristic: how favorable a

given situation is for leading to occur. Leader-member relations: determines how much

workers like and trust their leader. Task structure: extent to which workers tasks are

clear-cut. Clear issues make a situation favorable for leadership.

Position Power: amount of legitimate, reward, & coercive power a leader has due to their position.

When positional power is strong, leadership opportunity becomes more favorable.

Fiedler’s Contingency ModelFiedler’s Contingency Model

GOOD POORGOOD POOR

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.

Figure 13.3

Using Fiedler’s ModelUsing Fiedler’s Model

Can combine leader-member relations, task structure, and position power to identify leadership situations.

Identifies situations where given types of managers might perform best.

Seen in Figure 13.4.Leader style is a characteristic managers cannot

change. Thus, managers will be most effective when:

1) They are placed in leadership situations that suit their style.

2) The situation can be changed to fit the manager.

Outcomes of Fielder

Matches task oriented to favorable and unfavorable, and relationship oriented in moderately favorable situations

Limited by Little attention to followersManager’s can’t change their style

Gave more attention to leadership situations

Hersey & Blanchard

Situational Leadership Theory Directive, Supportive styles based on follower

readiness Readiness-followers ability to set and attain

moderately difficult task-related goals, and willingness to accept responsibility to attain them

Telling, Selling, Supporting, and Delegating

Hersey and Blanchard’s Situational Leadership Model

Follower ReadinessFollower Readiness

SITUATIONAL LEADERSHIPLeader Behaviors

Mat

ure

Mat

ure

Imm

atureIm

mature

Rel

ati

on

ship

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avio

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R2 R1R3R4

S4 S1

S3 S2

ModerateModerate LowLowHighHigh

High

Relationship

and

Low Task

D

ELE

GA

TI N

PA

RT

I CI P

ATIN

G

SELLI N

G

TELLI NG

High Task

and

High

Relationship

Low

Relationship

and

Low Task

High Task

and

Low

Relationship

G

Task BehaviorTask Behavior(Directive Behavior)(Directive Behavior)

HighLow

High

Low

Source: Hersey, P., and Blanchard, K.H. Management of Organizational Behavior: Utilizing Human Resources, 6th ed. Englewood Cliffs, N.J.: Prentice-Hall, 1993. Used by permission from Ronald Campbell, President, Leadership Studies, Escondido, California, 1995.

Adapted from Figure 15.6

15.7

House’s Path Goal Model

Examines employee characteristics and task characteristics and proposes a matching leadership style

Four styles of leadershipachievement-setting challenging goalsdirective-what and how to performparticipative-consulting with followerssupportive-concern for followers

House’s Path-Goal ModelHouse’s Path-Goal ModelModel suggests that effective leaders motivate

workers to achieve by:1) Clearly identifying the outcomes workers are

trying to achieve.

2) Reward workers for high-performance and attainment.

3) Clarifying the paths to the attainment of the goals. Path-Goal is a contingency model since it proposes

the steps managers should take to motivate their workers.

Based on Expectancy Theory.

Steps to Path-GoalSteps to Path-Goal

1) Determine the outcomes your subordinates are trying to obtain.

Can range from pay to job security or interesting work.

Once outcomes determined, manager needs to be sure they have the reward power to provide these.

2) Reward subordinates for high-performance and goal attainment with the desired outcomes.

3) Clarify the paths to goal attainment for workers, remove obstacles to performance, and express confidence in worker’s ability.

Motivating with Path-goalMotivating with Path-goal Path-goal identifies four behaviors leaders can use:

1) Directive behaviors: set goals, assign tasks, show how to do things.

2) Supportive behavior: look out for the worker’s best interest.

3) Participative behavior: give subordinates a say in matters that affect them.

4) Achievement-oriented behavior: Setting very challenging goals, believing in worker’s abilities.

Which behavior should be used depends on the worker and the tasks.

House’s Path-Goal Model

Adapted from Figure 15.7

Leadership StyleLeadership Style Impact on FollowersImpact on FollowersSituationSituation ResultsResults

Follower lacks

self-confidence

Lack of job

challenge

Improper

procedures

and poor decisions

Ambiguous job

Supportive

Achievement-oriented

Participative

Directive

Increases self-confidence tocomplete task

Encourages settinghigh, but attainablegoals

Clarifies follower’s

needs for making

suggestions and

involvement

Clarifies path to

get rewards

Increased effort; improved job satisfaction and performance; fewer grievances

Improved performance

and greater job satisfaction

Improved performance and greater satisfaction; less turnover

Improved performance and greater job satisfaction

15.8

Leader-Substitute ModelLeader-Substitute Model Leadership substitute: acts in the place of a leader

and makes leadership unnecessary. Possible substitutes can be found:

Characteristics of Subordinates: their skills, experience, motivation.

Characteristics of context: the extent to which work is interesting and fun.

Worker empowerment or Self-managed work teams reduce leadership needs.

Managers need to be aware that they do not always need to directly exert influence over workers.

Transactional LeadershipTransactional Leadership

Involves managers using the reward and coercive power to encourage high performance.

Managers who push subordinates to change but do not seem to change themselves are transactional.

The transactional manager does not have the “vision” of the Transformational leader.

Transformational LeadersTransformational LeadersTransformational leaders are charismatic and

have a vision of how good things can be. They are excited and clearly communicate this to

subordinates.Transformational leaders openly share

information with workers. Everyone is aware of problems and the need for

change. Empowers workers to help with solutions.

Transformational leaders engage in development of workers.

Slide 12.4Contrast Between Transactionaland Charismatic Leadership

DIMENSIONTRANSACTIONALLEADERSHIP

CHARISMATIC LEADERSHIP

Primary sources of power Reward, legitimate, expert Referent and reward

Basis of follower motivation

Performance goals for followers

Emotional attachment to goals

Expected followers’ behavior

Follower commitment to leaderand vision

Impression managementtactics

Extrinsic/economic

Narrow, quantitative,specific to position

Low

Obey rules and regulations

Low to moderate

Low use

Intrinsic/emotional

Broad, qualitative, specificto leader and vision

High

Developed through normsand group pressuresHigh

High use

Summary

Different theories demonstrate the importance of LeaderSituationFollowers

Successful leaders display a wide range of styles

Transformational Vs. Transactional Leaders

Do Leaders Matter?

Leadership Irrelevance

Leadership may be irrelevant for many

organizational outcomes.

Leadership Substitutes

Leader success depends on the characteristics of

the followers, team, situation, and organization.

Each can act as a substitute for leader behavior.