Chapter 12: Leadership

Logistics (theme – asap)

• DSS paperwork – asap! (by Thurs!)

• Overload of exams – info to me asap!

• Study guide posted on WebCT (let me know if you can’t access it – asap!)

• Notice changes in schedule (no class on Nov 9 – reading schedule moved around)

• Check WebCT for reading assignment for 11/16 – it will include an article (quiz on article)

What is leadership?What is leadership?

“Leadership is really how you set direction, how you communicate that direction to a variety of constituencies, align them to move in that direction, and then inspire them to fulfill the vision that has been articulated…”

—Linda Hill, Harvard Business School professor

What is leadership?What is leadership?

“Leadership is influencing people—by providing purpose, direction, and motivation—while operating to accomplish the mission and improving the organization.”

—US Army Field Manual 22-100

Defining leadership• Fiedler defines “leader” as “the individual in the group given the

task of directing and coordinating task relevant group activities, or who, in the absence of a designated leader, carries the primary responsibility for performing these functions.”– Attempted leadership– Successful leadership– Effective leadership*

• Leader emergence– Traits that predict emergence?

What is leadership?What is leadership?

• Numerous definitions exist

• Generally, it’s the process of influencing others to take action to achieve a goal

What is leadership?What is leadership?• Leadership & management – the same??

– Borman & Brush’s areas of “managerial responsibility” – out of 18, at least 6 are leadership-related

• Delegating

• Selling/influencing

• Guiding, directing and motivation subs

• Training, coaching & developing subs

• Maintaining good working relationships

• Coordinating subs and other resources

– That leaves a lot of areas of management that are NOT leadership-related (ie, staffing, tech proficiency, etc)

What is leadership?What is leadership?

• Motives to lead?– Power? Affiliation?– Duty?– Just one profile?

• Leader development vs. leadership development

Effects of Leadership• What do we want leaders to do? How do we judge if a

leader is effective?• What are the real effects of leaders? Are there any?• What other factors affect outcomes?

– Constraints on leader behavior• Control over policy and resources?

• Role expectations

– The “table” that was set when they arrived

– External factors beyond leader control

Why do we pay so much attention to Leaders?

• The Attribution and Leadership– Controllable factors are comforting– Belief in the importance of individual action– It’s easier to determine “causality” of events

• The Leader as an Actor– Creates the illusion of causality by associating self

with success and distancing self from failure (politics, anyone?)

Selecting Leaders

• The role of merit/ability in achieving leadership positions?– Does it even play a role? – What about height or attractiveness? Gender?

Race?

• What are our criteria? What should they be?

What do researchers study?What do researchers study?

• Traits/Characteristics

• Actions/Behaviors

• Position/Power

• Followers

• Situation

Great Man/Great Woman Theories

• Traditional Theories

• Based on the idea of learning from the best – focuses on trait or galvanizing experience

• What’s missing from this approach?

Trait TheoryTrait Theory

• Oldest approach to leadership• Assumes that people with certain traits will be

more effective leaders• In late 1940s, it was concluded that possessing

certain traits isn’t enough to guarantee leadership effectiveness– Very little agreement over defining traits– The trait approach focused too much on productivity

Current approach to traitsCurrent approach to traits

• Certain traits increase the likelihood of leadership effectiveness– Some sets of traits are successful in one situation,

but not another– In some situations, multiple sets of traits could be

successful

• Some traits are consistently related to leadership

Traits related to. . . .

Effectiveness• Energy level• Emotional maturity• Integrity• Need for achievement• Self-confidence• Stress tolerance

Derailment• Less able to handle

pressure• More defensive about

failure• Less dependable• Weak interpersonal skills• Overconfidence or

arrogance

Behavioral ApproachBehavioral Approach

• Behavior theory grew out of dissatisfaction with trait theory

• Development of taxonomies

• Effective leaders can be differentiated by the behaviors they demonstrate

Behavioral Approach: Ohio State Studies (1950s)

Behavioral Approach: Ohio State Studies (1950s)

• Most famous studies of leadership

• Compiled a list of 1800 examples of leadership behaviors

• Reduced list to 150 items

• Two independent dimensions of leader behavior: (1) consideration (2) initiating structure

Ohio State: ConsiderationOhio State: Consideration

• Friendly & warm

• Supportive

• Looks out for subordinates’ welfare

• Shows concern for subordinates

• Manages conflict

• Develops subordinates

• Praises effective performance

Ohio State: Initiating StructureOhio State: Initiating Structure

• Plans ahead

• Organizes and defines activities

• Assigns member roles and tasks

• Clarifies goals

• Monitors progress toward objectives

• Provides necessary information• �

• What were the flaws in this study?

Behavioral Approach: Michigan Leadership Studies

Behavioral Approach: Michigan Leadership Studies

• Second major program of leadership research in the behaviorist school – focused more on dynamics of leader-group interaction

• Three dimensions:– Relationship-oriented (like Consideration)– Task-oriented (like Initiating Structure)– Participative

• shared decision making • shared power• democratic management

Power Approach• French and Raven’s taxonomy

– Reward – ability give (or withhold) valued rewards– Coercive – ability to punish (or not)– Legitimate – prescribed “right” to influence/ control w/

corresponding duty to obey– Expert – possessing superior knowledge – Referent – kind of abstract; often a result of another person’s

admiration (identification with the person, desire to be like that person, power of example)

What types of power are effective?

• The use of expert and referent power is correlated with subordinate satisfaction and performance

Other “Old School” Theories

• Contingency approach– Hersey and Blanchard’s Situational Theory

• Role of the situation

– House’s Path-Goal Theory• Leader helps person get from point A to point B

• Vroom-Yetton’s Model of Participation– Recognize that subordinate participation is not always a good

thing. . . . . .

LMX (Leader Member Exchange)LMX (Leader Member Exchange)

• Modern Approach• LMX asks, what about the follower?• LMX theory suggests that leaders treat

followers differently based on each follower’s level of :– 1) Competence/skill– 2) Trustworthiness– 3) Desired responsibility

LMXLMX

• LMX theory involves relationships between leaders and followers– Each supervisor-subordinate pair has a unique

relationship– In-groups vs. out-groups

LMX: Ingroups vs. Outgroups

Ingroup• High quality relationship• Freedom to negotiate work

roles/assignments• Dealt with using referent power• More likely to remain with

organization• More likely to see relationship

as supportive

Outgroup• Low quality relationship• Little freedom• Leader relies on formal power

and authority• High turnover • More likely to see relationship

as a contractual agreement

Transformational leadership• Modern approach

• Influencing followers to transcend their self interests for the good of the organization

• Often has a vision• Enhances followers’ motivation, commitment,

performance, along with higher order needs• In contrast with transactional leadership

– Do this and you’ll get that (transactional)

Transformational leadership (con’t)

• Four types of behaviors– Idealized influence– Inspirational motivation– Intellectual stimulation– Individualized consideration

Charismatic leadershipCharismatic leadership

• Modern approach• Key behaviors

– Articulates a vision and promises a better future– Symbolic behaviors to impress followers– Takes risks against the status quo– Sets example of high expectations for followers– Expresses confidence in followers– Creates inspiration through speech, writing

• How could this be bad?

Transformational and Charismatic:What’s the difference?

• Transformational– More common

– Less extreme follower reactions

– More than just charisma

– About getting people to lead themselves

• Charismatic– Rare; crisis situations

– Followers tend to either love or hate

– Don’t always transform followers

– About getting you to follow the person

GLOBE: The search for universal leadership attributes

• The Good Ones:– Integrity

– Charisma

– Team Oriented

– Excellence Oriented

• The Bad Ones: – Loner

– Uncooperative

– Ruthless

– Vague

– Irritable

– Dictatorial

Substitutes for LeadershipSubstitutes for Leadership

• Are leaders really necessary?

• What are possible substitutes?– Subordinate characteristics– Group/organization characteristics– Task characteristics

Suggestions for leaders in diverse contexts

• Encourage respect for differences

• Explain the benefits of diversity

• Discourage use of stereotypes

• Promote understanding other cultures

• Challenge people who make prejudiced comments