Copyright © 2004 Prentice Hall. All rights reserved.10–1 What is Leadership? Leadership One...

Copyright © 2004 Prentice Hall. All rights reserved. 10–1

What is Leadership?• Leadership

One person “intentionally” influencing another to willingly work toward a predetermined objective. Often confused with:

• Power

• Authority

• Control

• Effective Leadership A balance of traits(1) and skills(2), and leadership styles or

behaviors(3), all combined in a way that’s right for a particular situation(4). In the end, there is still great confusion in defining leadership.

Four main areas:– Traits

– Skills

– Behaviors

– Situation


The Traits And Skills Of Leadership• Traits

The “unchanging” characteristics of a person that predisposes someone to act in a particular way. I’m not sure I buy that, but we’ll stick with it

• Personality, Motives, Values.

• Some people are natural leaders

• Skills The ability to do something in an effective manner.

Beyond disposition• Skill sets that can be learned…(leadership)

• Can leadership be trained?

• Traits or skills on which leaders differ from nonleaders: “Traits” that have shown to generalize across all situations

Drive, Desire to lead, Honesty and Integrity Self-confidence, Cognitive ability, Knowledge of the business.


Power and Leadership If you argue that power is an antecedent to leadership

Then these are legitimate power sources However,

– Leadership influence is not limited to power

• Sources of PowerPosition in the organization (formal authority)RewardCoerce or punishExpertiseReferent power (charisma)Control over information or access to resources

(gatekeeper)


Leader Behaviors

• The Ohio State Dimensions of Leadership:Research showed that almost all aspects considered

to be good leadership fell into two(2) main categories… Consideration

– Mutual trust– Friendship– Support– Respect– Warmth.

Initiating structure– Organizes the work to be done– Defines relationships or roles– The channels of communication– How to get the job done.


Leader Behaviors: Michigan• Leadership Styles (Orientation)

Employee-oriented Leader A leader who focuses on the needs of employees and

emphasizes building good interpersonal relationships.– Posited to lead to higher performance and effectiveness– This is true If, and only if, the job-centered aspects are

taken care of…

Job-centered Leader A leader who focuses on production and on a job’s

technical aspects.– In my opinion, while employee-oriented leadership leads

to higher performance.– Job-centered leadership is necessary in some form to

create overall effective leadership.


Participative and Autocratic Styles

Participative Leader Actually part of the Michigan Study

A leader who shares the problem with subordinates as a group So that together, they can generate and evaluate

alternatives in order to reach consensus on a solution.– Seen as a more effective approach to leadership

• Group supervision, Support, Decision-making

• Autocratic LeaderA leader who solves problems and makes the

decisions alone Using the information available at the time

– Not necessarily a bad approach to leadership– Highly dependent on the situation


Transactional / Transformational Leadership Behaviors• Transactional Leadership Behaviors

Based on the individual’s self interest Leadership actions that focus on accomplishing the

tasks at hand Maintaining good working relationships Working with rewards for performance.

• Transformational Leadership BehaviorsBased on raising consciousness and mobilizing

energy Influencing major changes in the attitudes and

assumptions of organization members Building commitment for the organization’s mission,

objectives, and strategies.


Transactional / Transformational Leadership Behaviors

Transformational Behaviors Idealized Influence Individualized Consideration Inspirational Motivation Intellectual Stimulation

• Transactional Behaviors Contingent Reward Active Management by Exception Passive Management by Exception

• Follower outcomes Bringing awareness to the importance of the task Inducing transcendence to the organization or team Activating their higher-order needs


Situational Theories Of Leadership

• Fiedler’s Contingency Theory of Leadership This theory introduces the effect that the situation may

have on leadership style and effectiveness.Least Preferred Co-worker (LPC) Scale

Leaders who describe their least preferred coworker favorably (pleasant, smart, and so on) – Are “High LPC” and are considered more people-oriented.

Leaders who describe least preferred coworkers unfavorably – Are “Low LPC” and are less people-oriented and more

task-oriented.

The truth is that the situation sometimes has the strongest effect on what leadership style should be used…


FIGURE10–3

Fiedler’s LPC Leadership Scale

Source: Fred E. Fiedler, A Theory of Leadership Effectiveness (New York: McGraw-Hill, 1967), p. 41.



• The effectiveness of High-LPC / Low-LPC leadership style depends upon

three(3) situational variables: Position power

– The degree to which the position itself enables the leader to get group members to comply with and accept his or her decisions and leadership

Task structure– How routine and predictable the work group’s task is.– The extent to which SOP’s are in place

Leader-member relations– The extent to which the leader gets along with workers

and the extent to which they have confidence in and are loyal to him or her.


FIGURE 10–4

How the Style of Effective Leadership Varies with the Situation

Source: Adapted and reprinted by permission of the Harvard Business Review. “How the Style of Effective Leadership Varies with the Situation” from “Engineer the Job to Fit the Manager” by Fred E. Fiedler, September–October 1965. Copyright © 1965 by the President and Fellows of Harvard College; all rights reserved.


Situational Theories Of Leadership• Path–Goal Leadership Theory (House)

Assumes that the leader’s job is to ensure that followers are motivated to do their jobs Based on the expectancy theory of motivation. Expectancy E x (VI)

– Does the follower perceive the instrumentality and expectancy in his/her task.

The leader’s job To increase the personal rewards subordinates receive for

attaining goals– Adding Valence

To make the path to these goals easier to follow by reducing roadblocks—setting goals– Adding Instrumentality

Explaining what needs to be done, and organizing the work.– Adding Valence



Situational Theories Of Leadership• Substitutes for Leadership Theory

This is an important part of leadership today Various characteristics of

– Subordinates– Task– Organization

That either substitute for (render unnecessary) direct intervention by the leader

Neutralize (prevent) the leader’s best efforts. Implications for leaders:

Choose the right followers Organize the task properly Create the right environment

In the end, a leader can create effective substitutes for leadership that help facilitate performance




• Leader–Member Exchange (LMX) TheoryThe theory that leaders may use different leadership

styles with different members of the same workgroup Based in part on perceived similarities and differences

with the leader. So, this perception of leadership is based on the

attribution of both– The leader and the follower

Leaders (and sometimes followers) tend to divide subordinates into an: In-group Out-group

Members of the in-group tend to perform better than do those in the out-group. Why?


Situational Theories Of Leadership• The Vroom–Jago–Yetton Model

A situational model based on a continuum of five decision styles with differing degrees of employee participation.

– Autocratic Decisions (AI and AII)– Consultation Decisions (CI and CII)– Joint Decision Making (GII)

Enabling leaders to analyze a situation and decide how much participation is called for using: A set of management decision styles A set of diagnostic questions A decision tree for identifying how much participation

the situation calls for.


Vroom–Jago–Yetton Model’s Diagnostic Questions

A. Is there a quality requirement such that one solution is likely to be more rational than another?

B. Is there sufficient information to make a high-quality decision?

C. Is the problem structured?D. Is acceptance of the decision by subordinates critical to

effective implementation?E. If you alone make the decision, is it reasonably certain that

it would be accepted by your subordinates?F. Do subordinates share the organizational goals to be

obtained in solving this problem?G. Is conflict among subordinates likely over preferred

solutions?


FIGURE 10–5

Types of Management Decision Styles


FIGURE 10–6

Vroom and Yetton Decision Process Flow Chart(Decision Tree)

Source: Adapted from Leadership and Decisionmaking by Victor H. Vroom and Philip W. Yetton, by permission of the University of Pittsburgh Press. Copyright © 1973 by University of Pittsburgh Press.


Situational Theories Of Leadership• Hersey–Blanchard Situational Leadership Model

A model aimed at providing a practical way for a leader to decide how to adapt his or her style to the task. Based on three situational variables

– Support Required

– Guidance Required

– Follower Readiness

Model focuses on four leadership styles: The delegating style lets the members of the group decide

what to do. The participating style asks the members of the group what to

do, but makes the final decisions. The selling style makes the decision but explains the

reasons. The telling style makes the decision and tells the group what

to do.


FIGURE 10–7

Summary of the Situational Leadership Model

Source: Jerald Greenberg, Managing Behaviour in Organizations: Science in Service (Upper Saddle River, NJ: Prentice-Hall, 1996). Reprinted by permission.


FIGURE 10–8

Applying the Situational Leadership Model

Source: Adapted from Paul Hersey, Situational Selling (Escondido, CA: Center for Leadership Studies, 1985), p. 19. Reprinted with permission.

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