Leadership theories and comparison with management
92
Leadership Theories Visit my blog at http://leadershiptheories.blogspot.com/ for more content. The following material is a high level summary of twelve approaches/theories in leadership. Each section covers a theory/approach to leadership. The sections cover the basic assumptions, references, diagrams, leadership instruments, strengths and weaknesses. This summary is based on my readings from a diversity of books and experience with leadership. Two books in particular, I have found to be indispensable and are a must read. Leadership Theory and Practice, Peter G. Northouse, Third Edition. Management of Organizational Behavior, Paul Hersey, Seventh Edition On Leadership In perusing these materials, I did not find a simple answer or recipe for leadership. As suspected, leadership is a part of all us at home, in our business, and our community. What was extremely beneficial to me was that reading through the various theories, and case studies, I was able to identify with many of these examples and situations. It had enriched me with an insight about myself and those I interact with. Frequently, after reading a paragraph, I would relate a particular situation or method to a behavior that I or someone I know was engaged in. It is that very awareness of both my personal and other people's behaviors that makes leadership possible. I am the first to admit that learning about all these approaches to leadership does not automatically make one a good leader, but they give a tremendous insight and the possibility to become a better one. My own view is that "Leadership is a process to change or create something from what otherwise would be chaos. It must be highly flexible and demands awareness, skills, and sensitivity. It is highly dependent on situations. Leadership is being human. " In my view, the combination of the majority of these approaches and theories is the true leadership theory. They are all equally eye opening for everyone in an organization.
Transcript
Leadership Theories Visit my blog at
http://leadershiptheories.blogspot.com/ for more content. The
followingmaterial isahighlevel summaryof twelve
approaches/theoriesinleadership.Eachsection coversa
theory/approachtoleadership.The sectionscoverthe
basicassumptions,references,diagrams,
leadershipinstruments,strengthsandweaknesses.Thissummaryisbasedon
myreadingsfroma diversityof booksandexperience
withleadership.Twobooksinparticular,Ihave foundto be indispensable
andare a mustread. LeadershipTheoryandPractice,PeterG.Northouse,
Third Edition. Managementof Organizational Behavior,Paul Hersey,
Seventh Edition On Leadership In perusingthese
materials,Ididnotfinda simple answerorrecipe
forleadership.Assuspected, leadershipisapart of all us at
home,inour business,andourcommunity.Whatwasextremely beneficial to
me wasthat readingthroughthe varioustheories,andcase
studies,Iwasable to identify withmanyof these
examplesandsituations.Ithadenrichedme withaninsightaboutmyself
andthose I interactwith.Frequently,afterreadingaparagraph,I would
relate aparticularsituationormethodtoa behaviorthatI or someone
Iknowwasengagedin. It isthat veryawarenessof bothmy personal
andotherpeople'sbehaviorsthatmakesleadership possible.Iamthe
firstto admitthat learningaboutall these
approachestoleadershipdoesnot automaticallymake one
agoodleader,buttheygive atremendousinsightandthe
possibilitytobecome a betterone. My ownviewisthat"Leadership is a
processto changeorcreate something fromwhatotherwisewould be
chaos.Itmustbe highly flexible and demandsawareness,skills,and
sensitivity.Itis highly dependent on situations.Leadership is being
human."Inmyview,the combinationof the majorityof these
approachesandtheoriesisthe true leadershiptheory.Theyare all
equallyeye openingforeveryonein an organization. Management vs.
Leadership There are of course distinctionsbetweenthe conceptsof
ManagementandLeadership.Thisishowever
anotherindepthdiscussion.Forthe sake of thissummary, theywill
bothbe synonymousinthe upcomingsectionswiththe exceptionof the
snippetbelow. The classical descriptionof
managementworkcomesfromDrucker(1973). He has definedfive basic
functionsof a managementjob.Theyare planning,organizing,
controlling,motivatingandcoordinating. Thisis the basisfor
manylaterrole definitions. Leadershave
differentrolestoaccomplish.Maybe the
bestknowndefinitioncomesfromBennis betweenaleaderanda
manager.InhisclassicOn becominga leader(1989, 44-45) he has written
aboutthe differencesof leadersandmanagersasfollows:
- The manager administers;the leaderinnovates. - The manager
isa copy; the leaderisan original. - The manager maintains;the
leaderdevelops. - The manager focusesonsystemsandstructure;the
leaderfocusesonpeople. - The manager reliesoncontrol;the
leaderinspirestrust. - The manager hasa short-range view;the
leaderhasalong-range perspective. - The manager askshowand when;the
leaderaskswhatand why. - The manager haseye alwaysonthe
bottomline;the leaderhashiseye onthe horizon. - The manager
imitates;the leaderoriginates. - The manager acceptsthe status
quo;the leaderchallengesit. - The manager isthe classicgood
soldier;the leaderishisownperson. - The manager doesthingsright;the
leaderdoesthe rightthings. Leadership definitions It isclear that
leadershipcanbe definedinmanydifferentways andthere are more
subjective waysof
definingitthanobjectiveones.Asyoureadabouttheoriesand
researchonleadershipinlatersections, youwill recognize thatthe
theoristsandresearcherseachhadhis/herowndefinitionsof
leadership,and that theyfocuson somewhatdifferentaspectsof the
jobrequirementsof aleader.Anexample of a theorythat isnot
coveredinthe upcomingsections,butisworthnotingisthe decisiontree
approach. The decisiontree approach
presentedbyVictorVroomisfocusedentirelyonwhetherleaderchoosesto
make a decisiononhis/herownorif the group shouldbe involvedinthe
decision.Inthisapproach,you ask a seriesof
yes/noquestionsandbasedonthe response toeachto each branch, the
decisiontree takesyouto the nextquestionortoa final decision. The
questionsof the decisiontree involve whetherthe leaderhasthe
informationnecessarytomake the decision,whetherthe
decisionhasqualityrequirements,whetherthe followershave the
informationnecessary,whethertheyare likelytoacceptthe decisionif
the leadermakesitalone,andso forth.The processis designedtohelpthe
leadermake ordelegate the decision. Thisapproach
clearlyfocusesonone aspectof leadership(decisionmaking)
thisisanexampleof a contingencytheoryof leadership One
distinctiontokeepinmindwhilereadingthe material isthe difference
between emergentand assigned leadership.Manyof the approachesand
theoriessetforthdeal withemergentleadershipand fewof themtalkabout
the assignedleadershiproles. The self-monitoringscale The
self-monitoringscale wasdesignedtomeasure the
extenttowhichapersonissensitive tothe expectationsof
othersinasocial situation.Italsomeasuresthe extenttowhichthe
personisable to shape hisor her behaviortomatchthose
expectations.Boththe malesandfemalesreceivedvarying scoreson the
self-monitoringscale,butonlythe females'scoreswere relatedtothe
numberof leadershipnominationstheyreceived.The
explanationthatGaryOdouscame up withgoesas follows: The female
studentswere adistinctminorityinthe class.Eachstudygroup had one or
twofemales amongthe sevenoreightstudentsmakingupthe group.The
classis offeredinthe collegeof business, where the majorityof the
studentsare male.Asa result,we mightassume thatthe subjectmatterof
the class--andindeedthe classitself--mightbe
consideredamasculine-orientedactivity.Fora female
memberof the studygroupto emerge as a leader,she hadtorecognize
the masculine demandsof the situationandconformherbehaviortothose
demands.The womenwhohadhighself-monitoringscores were betterable
todo thisthanthose withlow self-monitoringscores. The Trait
Approach Firstsystematicwaystostudyleadershipinthe
20thcentury.Focusedonwhat made people "great
leaders".Identifiedinnate characteristicsforthe "GreatMan"
theoriessuchasLincoln,Gandhi,etc. Researchfocusedondeterminingthe
traitsthatpeople are bornwith(Bass, 1990; Jago, 1982) Duringthe
Mid-20th century,the theorywaschallenged(Stogdill, 1948) that "no
consistentsetof traits
differentiatedleadersfromnon-leaders."Anindividual
whowasaleaderinone situationmightnothave beena
leaderinanothersituation.Itwasre-conceptualizedasa
relationshipbetweenpeople as opposedtoa set of
traits(Stogdill,1948). The trait approach emphasizesthe
personalityof the leader. In recentyears,there hasbeena
renewedinterest.Bryman,1992; Lord DeVaderandAlliger1986 foundthat
personalitytraitswere
stronglyassociatedwithindividualsperceptionsof leadership. Locke
and Kirkpatrick1991, claimedthateffectiveleadersare
actuallydistincttypesof peoplein several keyrespects. It
startedwitha focuson the traits,shiftedtofocuson
situations,thenshiftedbacktotraits. A goodoverviewwasfoundin
2surveys o Stogdill,1948 survey:Analyzed124 traits.An individual
does notbecome aleadersolely basedon possessingthese traits.The
traitsmustbe relevanttothe situationinwhichthe
leaderisfunctioning.The
surveyarguedthatleadershipwasdeterminedbythe situational factor.
The followingdifferentiatedaleader fromotherindividuals.
Intelligence Alertness Insight Responsibility Initiative
Persistence Self confidence Sociability o Stogdill,1974
survey:Analyzed163 traits.This surveywasmore balancedandarguedthat
that bothPersonalityandSituational factors were equal
determinantsof leadership. The
followingdifferentiatedaleaderfromotherindividuals. Drive
forresponsibilityandtaskcompletion. Vigorand persistentpursuitof
goals. Willingnesstoadventure andoriginalityinproblemsolving. Drive
to exercise initiative insocial situations. Self-confidenceandsense
of personal identity. Willingnesstoacceptconsequencesof
decisionandaction. Readinesstoabsorbinterpersonal stress.
Willingnesstotolerate frustrationanddelay. Abilitytoinfluence
otherpersons'behavior Capacityto structure social
interactionssystemstothe purpose oathand.
Mann, 1959 conductedsimilarstudywhichexamined1400 traits.He
identifiedleadersashaving strengthinthe
following:Intelligence,Masculinity,Adjustment,Dominance,Extroversion,and
conservatism. Lord et al,1986 reassessedMannfindingsandusedthe
meta-analysisprocedure. Locke and Kirkpatrick,1991
contendedthat"Leadersare not like otherpeople".Theypostulated that
leadersdifferfrom non-leadersin6 traitsincluding:Drive,desire
tolead,honesty,integrity, self-confidence,cognitive
ability,andknowledgeof the business. The trait approach anda
centuryof researchgivesthe would-beleadersasetof traits that they
can develop. Stogdill (1948) Mann (1959) Stogdill (1974) Lord,
DeVaderand Allinger(1986) Kirkpatrickand Locke (1991) Intelligence
Alertness Responsibility Initiative Persistence Self-confidence
Sociability Intelligence Masculinity Adjustment Dominance
Extroversion Conservatism Achievement Persistence Insight
Initiative Self-confidence Responsibility Cooperativeness Tolerance
Influence Sociability Intelligence Masculinity Dominance Drive
Motivation Integrity Confidence Cognitive ability Task knowledge
The traits that are central tothis listare: o Intelligence
Strongverbal ability,perceptual
ability,andreasoning.Researchindicatesthata leader'sintellectual
abilityshouldnotvarytoomuch fromthat of hissubordinates.In
caseswhere there isa significantdifference,itcanbe
counterproductive. o Self confidence Abilitytobe
certainaboutone'scompetenciesandskills.Itincludes self-esteem,self-
assurance and belief thatone canmake a
difference.Thisisveryimportantforability to influenceothers. o
Determination Desire toget the jobdone.It
includesinitiative,persistence,dominance,anddrive.
Leadersexhibitingthisare proactive,andhave the capacityto persevere
against obstacles. o Integrity Honestyandtrustworthiness.Adheretoa
strongsetof principlesandtake
responsibilityfortheiractions.Leaderswithintegrityinspire
confidence inothers. Theydo whattheysay there are goingto do.
Theyare dependable,loyal,andnot deceptive. o Sociability Thisis
leader'sinclinationtoseekoutpleasantsocial
relationships.Friendly,outgoing,
courteous,tactful,anddiplomatic.Theyare sensitive
toothers'needs,show concern, and wellbeing. How does the trait
approach work?
The trait approach focusesexclusivelyonthe leaderandnotthe
followers.Itsuggeststhat organizationswillworkbetterif people
inmanagerial positionshave designatedleadership
profiles.Selectingthe "right"people will increase organizational
effectiveness.Itisusedfor personal
awarenessanddevelopment.Whenmanageranalyzetheirtraits,theygaininsightinto
theirstrengthsandweaknesses.Itallowsleaderstogetanunderstandingandtake
corrective actions. Strengths o It isintuitivelyappealing o It has
a centuryof researchtoback it up o By
focusingexclusivelyonleaderithasbeenable toprovide some
deeperunderstandingon
howLeaderspersonalityisrelatedtoleadershipprocess o It has
givensome benchmarksforwhatwe needtolookfor,if we wantto be
leaders. Weakness o The failure todelimitadefinitive listof
leadershiptraits o It has failedtotake situationsintoaccount o The
approach has resultedinhighlysubjectivedeterminationsof the
"mostimportant" leadershiptraits o It can alsobe
criticizedforfailingtolookat
traitsinrelationshiptoleadershipoutcomes o It isnot a useful
approachfortraininganddevelopmentof leadership.(The reasoninghere
isthat traits are relativelyfixed psychological
structuresthatlimitsthe valueof training.On the contrary, we
couldchallenge thisassumptionconcerningatleastsome traits
changeable.) Leadership Instrument There are manyinstrumentsthatare
usedbyorganizations.Commonpersonalitytestsinclude
MinnesotaMultiphase PersonalityInventoryorthe Myers-BriggsType
indicator.The leadership Trait Questionnaire (LTQ) assessesthe
personalleadershipcharacteristics.
The Skills Approach o The skillsapproachemphasizesthe
capabilitiesof the leader. o The advantage of thisapproachis anyone
canbecome an effective leader. o Similartothe trait approach,the
skillsapproachtakesa leader-centeredapproachexceptthatit
focusesonthe skillsandabilitiesinsteadof the
"Personality"traitswhichare usuallyinnate. o The original
researchcame fromthe "Skillsof aneffective
administrator"HarvardBusinessReview publishedin1955 by RobertKatz.
o A multitude of researchedwasdone inthe 1990's by Mumford,Zaccaro,
Harding,Jacobs& Fleishman. o Katz
identified3basicskillsbasedonhisobservationof executivesinthe
workplace.Katz emphasizedthatthe skillstell
"Whatleaderscanaccomplish"asopposedtotraitwhich
emphasized"Wholeadersare".The
skillsapproachtheorizesthatleaderscanbe developedand trained.
Technical Havingknowledge andbeingproficientinaspecifictype of
workoractivity. Technical skillsisnotimportantatlowerlevelsof
managementandlessimportantat higherlevels. Abilitytoworkwith
things. Human Abilitytoworkwithpeople. Beingaware of one'sown
perspectiveonissuesandatthe same time beingaware of
othersperspectives. Leadersadapttheirownideaswiththose of
others.ilityModel" Create an atmosphere of trustwhere
employeescanfeel comfortable,secure, encouragedtobe
involvedinplanningthe thingsthataffectthem. Conceptual
Abilitytoworkwithideasandconcepts. Works
easilywithabstractionsandhypothetical situations.
Creatingvisions,strategicplans. Is mostimportantat top
managementlevels.
What are Schemas? Northouse presentsthe conceptof the
schema,buthe doesnotexplainitverycompletely. Cognitive
theoristshave constructedthe conceptof a schemato helpexplainhow we
think,learn, remember, andexperience the world.A
schemaisessentiallyanetworkof ideassurroundinga
specificconcept.Suchconceptscouldinclude
mothers,fathers,bosses,AfricanAmericans,
Hispanics,andevenyourself.Schemata(the pluralof schema)
functioninawaythat organizesour
experiencesandallowsourinformationprocessingtobe
efficient.Theiraffectcanbe good or bad, dependingonthe
circumstances. For example,suppose youmeetanew personat work.The
personisAfricanAmerican.Because of your
schemaaboutAfricanAmericanpersonsyouprobablyassume
thatyoualreadyknow some
thingsaboutthisperson.Youmight,dependingonthe nature of your
schema,assume thathe or she has rhythm,or
basketball-playingskills,orothercharacteristicsyouassociate withthe
concept AfricanAmerican.Youmaylearnsome thingsaboutthispersonthat
are not congruentwithyour existingschema.Youmayignore them,
forgetthemorclassifythispersonasaspecial exceptionto the
concept.All of these will contributetomaintainingthe
existingschema. People have anatural
tendencytoresistchangingourschemataon the basisof new information.
For example,peoplewhoare highlyprejudicedagainstAfricanAmericansare
likelytobe very resistanttochange in that
schema.Althoughagoodleaderwill have alarge numberof schemata
aboutdifferentpeople,hisorherschemataare more likelytobe flexible
andreceptive tonew information. o SkillsModel - Mumfordand
collegesidentifiedanew skillsbasedmodelof organizational
leadership. Startedinthe early199s withfundingfromthe DOD.
Focusedon1800 armyofficers representing6gradeslevels.
Theyattemptedtoexplain"EffectivePerformance". Theyuseda
"CapabilityModel"toexplainthe relationshipbetweenaleader'sskillsand
knowledge. The skillsmodel doesNOTfocuson"whatleadersdo",buton the
capabilities. It iscomposedof 5 differentcomponents Competencies
Individual attributes Leadershipoutcomes Careerexperiences
Environmental influences
Competencies Problemsolvingskills Abilitytosolve
new,unusual,andill-definedproblems.Itincludesgatheringproblem
information;formulate new understandings,andgenerating
prototypesplansfor solutions.These skillsdonotworkina vacuum, butin
the organizational context.
Leadersmustunderstandtheircapacitieswithinthe organization. An
example isbeingthe directorof HumanResourcesfora mediumsizedcompany
tryingto developaplantoreduce the costs of healthcare costs. First-
identifyfull ramificationsforemployeeschangingbenefits. Second -
gatherinformationabouthow benefitscanbe scaledback. Third- Finda
way to teachand informemployeesabout the change. Fourth- Create
scenariosforhow the changescan be instituted. Fifth- Look
closelyatthe solutionitself.How will thischange affectcompany's
mission?Careers? Last - Are there issuesinthe
organizationthatinfringeonthe implementationof these changes?
Social Judgmentskills Capacityto understandpeopleandsocial systems.
Workingwithotherstosolve problemsandmarshal
supporttoimplementchanges. SimilartoKatz'
views,butdelineatedintothe following: Perspectivetaking
Understandthe attitudesothershave towardsaparticularproblem. Thisis
empathyappliedtothe problemsolving.Beingsensitivetoother people
perspective andgoals. Anothertemforthisis "Social Intelligence"
Social Perceptiveness Havinginsightintohow otherswithinthe
organizationfunction. What isimportantto others?What motivatesthem?
A leaderwiththese skillshasakeensense of how employeeswill respond
to any proposedchange. Reactingto otherswithflexibility.Thisisthe
abilitytochange one's behaviorinlightof anunderstandingof
othersperspectivesinthe organization. Beingopenandnon-dogmatic
Social Performance Includesawide setof skills.
Leadersshouldeffectivelybe able tocommunicate theirownvisionto
others. Skillsof persuasionare essential. Functionasmediators.
Knowledge Referstothe accumulationof knowledge andthe mental
structuresusedtoorganize
information.ThisiscalledSchema(summary,diagrammaticrepresentationoroutline)
Organizedinformation(schemata) becomemore meaningful thanthe
bitsthat comprisesit.
Knowledgeable peopleare called"experts"andcanprocesscomplex
informationof the intricaciesof a particularfield. Individual
attributes General cognitive ability Simplysaid,thisisa
person'sintelligence (fluidintelligence) whichincludesperceptual
processing,informationprocessing,general reasoning,creative
anddivergentthinking capabilities,andmemoryskills. Thisis
linkedtoBiologyandnotto experience. Crystallizedcognitive ability
Learnedandacquiredintellectual abilitythroughexperience. Grows
continuouslyanddoesnotfall off winadulthood. Motivation Model
suggeststhree typesof motivation. a. Leadersmustbe
willingandmotivatedtotackle complexorganizational problems.A
personmustbe willingtolead. b. Leadersmustbe
willingtoexpressdominance. c. Leadersmustbe committedtothe social
goodof the organization. Personality A wide range of traitsthat can
influence leadershipsuchasOpenness,tolerance for
ambiguity,andcuriosity. Skillsmodel
theorizesthataleaders'personalitycharacteristicshelpspeoplecope
withcomplex organizational situations. Leadership outcomes These
outcomesare
stronglyinfluencedbyleader'scompetencies.Whenleadersexhibitthese
competencies,theyincreasethe chance of problemsolvingandoverall
performance. Effective ProblemSolving Thisis the keystone inthe
skillsapproach. In volescreatingsolutionsthatare
logical,effective,andunique. Performance Thisrefersto howwell
aleaderdidtheirjob. Standardsexternal criteriaare usedtomeasure
goodperformance suchasmerit increases,recognitions,etc. Career
experiences Careerexperienceshave aneffectona
leader'sabilitytosolve problems. Researchconducted
byMumford,Hardinget al.in 2000 suggeststhatleaderscanbe helpedby
Challengingjobassignments. Mentoring. Appropriate training.
Hands-onexperience.
Careerexperiencescanalsopositivelyaffectanindividualcharacteristics(enhance
intellectual capabilitiesormotivation)
Leaderslearnanddevelophigherlevelsof conceptual capacityif the
kindsof problems theyconfrontare progressivelymore complex.
Accordingto thistheory,leaderscandevelopandare not
"bornleaders" Environmental Influences Representfactorsoutside the
leaders'competencies,characteristics,andexperiences.
Examplesincludelackingtechnology,agingfactory,subordinatesskills,etc.
How does the skill approach work? The
skillsapproachisdescriptive,describingleadershipfromaskillsperspective.Itprovidesstructurefor
effectiveleadership. The 3 skillsapproachsuggeststhe importance of
certainleadershipskillsdependingonwhere the leader are inthe
hierarchy. Mumfordand colleaguesprovide asimilar butmore complex
picture of skillsneededforeffective leadership.The model
contendsthatleadershipoutcomesare the directresultsof aleader's
competenciesinproblemsolving,social
judgment,andknowledge.Eachcontainalarge repertoire of
abilities.Environmental influencesandcareerexperiencesplayadirector
indirectrole inleadership performance. The
skillsapproachprovidesamapfor how to reach
effectiveleadershipinorganizations. Strengths It isa
leadercentricmodel thatstressesonthe developmentof some
skills.Itconceptualize and createsa structure of the process. It
isintuitivelyappealing.Itmakesleadershipavailable toeveryone. It
incorporatesanexpansiveview of leadershipthatincorporatesawide
varietyof components such as problemsolving,knowledge,social
skills,etc. It capture the
intricaciesinvolvedinleadershipbecauseithasmanyvariables.
Providesastructure that isconsistentwiththe curriculaof
mostleadershipeducationprograms. Weakness The breadthsof the
approachextendbeyondthe boundariesof the leadership(suchas
motivation,personality,critical thinking,etc.) Thismakesitmore
general andlessprecise. It has a weakpredictive
value.Itdoesnotexplainhow variationscanaffectperformance. It
claimsNOTto be a trait model,butmajorcomponentsof the model include
trait-like attributes like personalityvariables. It may notbe
suitablyorappropriatelyappliedtoothercontexts.The model
wasconstructedby usinga large sample fromthe military.Canitbe
generalized? The approach isrelativelynew
andhasnotbeenwidelyusedinappliedleadershipsettings.Despite the lack
of trainingonthe skillsapproach,the scoresallow
individualstoleanaboutareastheycan seek trainingin. Leadership
Instrument
There are
manyquestionnairestoassessindividual'sskills.Theyprovide auseful
self-help,buttheyare not usedinresearchbecause theyhave
notbeentestedforreliabilityandvalidity.A typical questionnaire
isthe "SkillsInventory". Style Approach The Style
approachemphasizesthe behaviorof the
leader.Itfocusesonwhatleadersdoandhow theyact.
Researchersdeterminedthatthere are twotypesof behaviors.The central
purpose isto explainhowthe leaders combine these twokindsof
behaviortoinfluence the subordinatestoreach a goal. 1. Task
behavior:Facilitatesgoal accomplishment. 2.
Relationshipbehavior:Helpsubordinatesfeelcomfortable
withthemselves,withother and withthe situation. There are
manystudiesthathave beenconductedtoinvestigate the style approach.
Some studieswere conductedatOhioState Universityinthe 1940s basedon
Stogdill'sfindings. Some studieswere conductedatUniversityof
Michiganinthe 1940s to understandhow leadership functioninsmall
groups. Otherresearchwasconductedby Moutonand Blake inthe
early1960s to understandhow
managersusedTask/Relationshipinorganizational settings. The
OhioState University studies The analyticswere conducted byhavinga
numberof subordinates complete questionnaires
abouttheirleadersandhowmanytimestheyengagedina certaintype of
behavior. The original questionnaire(LBDQ) thatwasusedhad 1800
describingdifferentbehaviors. A simplifiedformof 150
questionswasgiventohundredsof individualsinMilitary, educational
andindustrial settings.Itshowedthatcertainbehaviorswere typical of
leaders. Stogdill publishedashorthandversionin1963 calledLBDQ-VXII
Researchersfoundthatthatthere are 2 typesof behaviorsforleaders:
Initiatingstructure: This
isessentiallytaskbehaviorsuchasorganizingwork,giving
structure,definingroles,scheduling,etc. Considerationstructure:
Thisisessentiallyrelationshipbehaviorssuchasbuilding
camaraderie,respect,trust,etc. The studiesshowedthatthese
2behaviorswere distinct,independent,andona different continuum.A
Leadercan be highor low oneitherandthe degree withwhichaleader
exhibitedacertainbehaviorwasnotrelatedtothe other. Otherstudieswere
conductedtodetermine whichone makesamore effectiveformof
leadership.Insome
contexts,highconsiderationwasfoundeffective,inothercontexts,
initiatingstructure wasmore effective.Otherresearchshowedthathighon
bothwas optimum. The University of Michiganstudies
Focusedonimpactof leadersforsmall groups. Identified2typesof
leadershipbehaviors: Employee orientation:Describesleaders
behaviorwhoemphasizesthe humanside, take an
interestinindividualsashumanbeings,individuality,andpersonal
needs.Thisis similarto"considerationbehavior"
Production Orientation:Referstothe technical aspectof the
job.Similarto"Initiating Structure".Workersare meansto get the
jobdone. Unlike the OhioState
research,thisstudyconceptualizedthatthe twobehaviorswere opposite
endsof the same continuum.Thissuggestedthatleaderswhowere oriented
towardsone endwere lessorientedtowardsthe other. Afteradditional
studies,itwasconceptualizedthatthe twobehaviorswere independentof
each othersimilartothe OhioState studies.(Kahn,1956) Additional
studieswere made duringthe 1950s and 60s tryingto finda universal
theory.The resultswere contradictoryandunclear(Yulk,1994). Some of
thisresearchpointedoutthat leaderswhoare hightaskand
highrelationshipwas mosteffective.However,itwasinconclusive. Blake
and MoutonManagerial/LeadershipGrid Appearedin1960s and
wasrevisedmanytimesin1964, 78, 85, 91. Usedin
consultingfororganizationaldevelopmentthroughoutthe world. It has
beenusedextensivelyinorganizationaltraininganddevelopment. The Grid
is tryingto explainhow managers/leadersinorganizationsare
tryingtoreachtheir purposesthroughconcernforpeople
andconcernforproduction. Concernfor
production:Achievementsandtasks. Concernfor people:how a
leaderattendstopeople,HR,trust,relationships,etc.
Made up of two axis.Horizontal
isleader'sconcernforresultsandvertical isleader'sconcern for
people.Ithasa 9 pointscale.1 representsthe minimum.Itportrays5
majorleadership stylesandtwoadditional styles.
Authority-Compliance(9,1) Heavyemphasisontaskand jobrequirements.
Lessemphasisonpeople exceptthatpeople are toolstogetthe jobdone.
Subordinate communicationisnotemphasizedexceptforthe purpose of
giving instructions.Resultsdriven. The leaderinthiscategory is
seenascontrolling,demanding,hard-driving,and overpowering.
CountyClubManagement(1,9) Low concernfor
taskaccomplishmentcoupledwithhighconcernfor
interpersonalrelationships. The leaderstryto create positive
climate bybeingagreeable,eagertohelp,
confronting,anduncontroversial.Theymake sure people needsare met.
ImpoverishedManagement(1,1)
Unconcernedwithbothtaskand relationships. Acts
uninvolvedandwithdrawn.Little contactwithfollowers. The leadermaybe
viewedasindifferent,noncommittal,resigned,andapathetic. Middleofthe
roadmanagement(5,5) Describesleaderswhoare compromisers.
Intermediateconcernforbothtaskand relationships. A leadermaybe
describedasexpedient,middle groundpreference,softpedals
disagreement,andswallowsconvictionsinthe interestof progress.
TeamManagement(9,9) Strongemphasisonbothtask and relationships.
Promoteshighdegree of participationandteamwork. A
leaderinthiscategorycan be viewedasstimulatingparticipation,acting
determinedgetsissuesintothe
open,makesprioritiesclear,followsthrough,
behavesopenmindedly,andenjoysworking. Paternalism/Maternalism
Leaderswhouse (9,1) and (1,9),but doesNOTintegrate the
two.Thisisthe benevolentdictator. Theyact graciousforthe purpose of
goal accomplishmentonly. Theytreat people asthoughtheywere
disassociatedwiththe task. Opportunism A
leaderwhousesanycombinationof the basicfive stylesforthe purpose of
personal advancement. Thisleaderusuallyhasadominantgridstyle anda
backup style thattheyreferto whenunderstress.Blake &Mouton
(1985) How does the style approach work?
It isnot a refinedtheorythathasorganizedsetof
prescriptionsforeffective leadership.Itprovidesa
frameworkforassessingeffective
leadership.Itworkbydescribingtoleadersthe major componentsof
theirbehaviorandNOTbytellingthemhow tobehave. It
remindsleadersthattheiractionstowardsothersare bothat the task
andrelationship levels. In some situationstaskbehaviorismore
appropriate,inothersrelationshipismore suitable. Similarly,some
subordinatesneedleaderswhoprovide alotof direction.Othersneedalotof
supportand nurturance. The style approachcan be easilyappliedin
organizations. Itprovidesamirrorfor managersthat
helpsthemunderstand,howtheyare performingasa
manager.Leadership(Managerial)Gridhas beenwidelyusedinpractice
inthe past.Today itis commonlyseenasanold-fashionedapproachby
managementdevelopmentprofessionals. Strengths It broadenedthe scope
of leadershipresearchtoinclude the behaviorsof leadersandwhat they
do invarioussituations A wide range of
studiesonleadershipstylevalidatesandgivescredibilityto the
basictenets of thisapproach The style approachhas ascertainedthata
leadersstyle iscomposedof primarilytwomajor typesof
behavior:taskandrelationship The style approachis
heuristic:itprovidesusabroadconceptual mapthat is worthusingin our
attemptstounderstandthe complexityof leadership. Weakness The
research on styles has not adequately shown, how leaders styles are
associated withperformance outcomes(Bryman1992; Yukl 1994) It has
failed to find a universal style of leadership that could be
effective in almost every situation It implies that the most
effective leadership style is the high task and high relationship
style (Blake and McCanse 1991) when the research findings provide
only limited support for a universal high-highstyle(Yukl 1994).
Leadership Instrument Many instrumentsare availabletoassessthe
leader'sstyle,butthe twomostcommonlyusedones are LBDQ
(Stogdill,1963) and leadershipGrid(Blake &McCanse,1991). This
isdesignedtobe completedbythe observers.The
leadersthemselvescomplete the LOQ(LeaderOpinion Questionnaire).
Initially,asresearchersanalyzedthe resultsof bothsurveys,theyfound
thatthe initiatingstructure scoresand considerationscoreswere
relativelyindependentof one another.However,whenthey testedthe
questionnairesinfurtherresearch,theydiscoveredthatonlythe
LBDQresultsseemedto be predictive of
workgroupoutcomes.Apparently,leadersexpressedopinionsonthe LOQ that
theirsubordinatesdidnotobserveorreporton the LBDQ. Asa
result,onlythe LBDQcontinuedon as a tool forleadershipstyle
research.
TheSevenManagerial GridStyles: 9,1
Controlling(Direct&dominant) I expectresultsandtake control
byclearlystating a course of action.I enforce rulesthatsustainhigh
resultsanddo notpermitdeviation. 1,9
Accommodating(Yield&Comply) I
supportresultsthatestablishandreinforce harmony.I generate
enthusiasmbyfocusingon positive andpleasingaspectsof work. 5,5
StatusQuo (Balance & Compromise) I endorse resultsthatare
popularbutcaution againsttakingunnecessaryrisk.Itestmyopinions
withothersinvolvedtoassure ongoing acceptability. 1,1
Indifferent(Evade &Elude) I distance myself fromtakingactive
responsibility for resultstoavoidgettingentangledinproblems. If
forced,I take a passive orsupportive position. PAT
Paternalistic(Prescribe &Guide) I provide
leadershipbydefininginitiativesfor myself andothers.Iofferpraise
andappreciation for support,anddiscourage challengestomy thinking.
OPPOpportunistic(Exploit&Manipulate) I persuade
otherstosupportresultsthatofferme private benefit.If
theyalsobenefit,thatseven betteringainingsupport.Irelyonwhatever
approach isneededtosecure anadvantage. 9,9 - Sound(Contribute
&Commit) I initiate teamactionina waythat invites
involvementandcommitment.Iexplore all facts and alternative
viewstoreacha shared understandingof the bestsolution. The
Situational Approach Thisis one of the
mostwidelyrecognizedandusedapproaches. It was
developedbyBlanchardandHerseyin1969 Basedon Reddin's
3-Dmanagementstyle theory. It was revisedanumberof timessince
inception,1993, 1985, 1977, and1988 It has
beenusedextensivelyinorganizationsfortraininganddevelopment. The
basic premise isthatdifferentsituationsdemanddifferentkindsof
leadership.A leaderneeds to adapt hisor herstyle to the situation.
It iscomposedof two dimensions: Supportive dimension Directive
dimension To assesswhattype of
leadershipisneeded,aleadermustevaluatethe employeesandassess
howcompetentandhowcommittedtheyare to performagiventask. Because
employees skillsandmotivationvaryovertime,the
theorysuggeststhatleadersshould change the degree towhichtheyare
directive orsupportivetomeetthose needs. A
leadermustmatchtheirstyle tothe competence andcommitmentof the
subordinates.
Leadership styles Directive
Style:Assistgroupmembersaccomplishagoal
throughgivingdirections,establishing
goals,settingtimelines,schedules,definingroles.Itisaone way
communication. Supportive
style:Helpgroupmembersfeelcomfortableaboutthemselves,theirco-workers,and
the
situation.Itinvolvestwo-waycommunication.Examplesincludeaskingforinput,problem
solving,praising,andsharinginformation. There are
fourdistinctcategories: S1 -Directing- High Directive,Low
Supportive Leaderfocusesongoal
achievementcommunicationandlessfocusonsupport.Leadergives
instructionsonhowgoalsare to be achievedandsupervisesthemcarefully
S2 - Coaching- High Directive,High Supportive
Leaderfocusesonbothgoal
achievementandsupportivecommunication.Leadergives
instructionsonhowgoalsare to be
achievedandsupervisesthemcarefully.Leaderstill ownsthe final
decisions. S3 - Supporting- High supportive,Low Directive
Leaderdoesnotfocus
exclusivelyongoals,butusessupportivebehaviorthatbringsoutthe
employeesskillsaroundthe task.The style
includeslistening,praising,askingforinput,and
givingfeedback.Itgivesthe subordinatethe decisionsmakingona dayto
day basis. S4 - Delegating- Low supportive,Low Directive The
leaderofferslesstaskinputandlesssocial support.Theyfacilitate
employees confidence
andmotivation.Theylessentheirinvolvementinplanning,control of
details, and goal clarification.Subordinatestake
responsibilityforgettingthe jobdone astheysee fit.
Development Levels Thisis concernedwiththe developmentlevelsof
subordinates.Thisistheirdegree of competenceand
commitmenttoaccomplishingatask.Employeesare atthe
highdevelopmentlevel if theypossessthe skillsandthe confidence
togetatask done.Alternatively,theyare ata low developmentlevel if
they lack the skills,butpossessthe confidence todoa particular
task. On a particulartask,an employee canbe
classifiedinto4categories: D1 or R1 Employeesare newtoa task or do
notknow how to do it,but theyare excitedaboutthe challenge
init.
D2 or R2 Employeeshave some competence,butlow commitment. D3 or
R3 Employeeswhohave moderatetohighcompetence,butlow commitment. D4
or R4 Employeeswhohave bothahighcompetence anda highdegree of
commitment. How does the situational approach work? The approach
iscentered onthe ideathat employeesmove
forwardandbackwardalongadevelopment continuum.Forleaderstobe
effective,theyneedtodiagnose where subordinatesare onthe continuum
and adapttheirstyle toit. Leaderscan beginbyaskingquestions: What
isthe taskthat needstobe accomplished? How complicatedisthe task?
Are subordinatessufficientlyskilledtodothe task? Do theyhave the
desire togetthe taskdone? There isa 1-1 relationshipbetweenthe
Leaderstylesandthe developmentlevels.Because subordinates move back
andforth,it isimperative
thatleadersadjusttheirstyle.Subordinatesmaymove between
levelseitherquicklyorslowly. The bell curve superimposeduponthe
largerbox isthe keytoimplementingthe situational leadership model.
Inthismodel,itisthe situation,orthe readinessanddevelopmentlevel of
the followersthat determinesthe appropriate
leaderstyle.Byerectingaperpendicularline fromanypointonthe
developmentorreadinessscale,we candetermine the appropriateamountof
directiveandsupportive behavioratthe pointwhere the line
intersectsthe bell curve.If,forexample,we were todraw a
perpendicularline directlyupfromthe D1 label inthe developmentbox
tothe bell curve,itwould intersectthe curve rightaboutwhere the "C"
indirectingislocated.Fromthispositiononthe grid,we see that the
amountof directive behaviornecessaryisatabout80 percentof the
maximum, while supportive behaviorisatabout35 percentof the
maximum.If we follow the same procedure forthe D2 pointon the
developmentscale,we will intersectthe curve ata pointjustto the
leftof the initial Cin coaching.In thiscase,directive
behaviorneededisatabout 60 percentof the maximumandthe supportive
behaviorneededisnearthe maximumatabout90 percent.Atthe D3
level,directive behaviorisstill substantial atabout40 percent,while
supportive behaviorisat90 percent.Finally,the highestlevelof
development,D4,requiresonly25percentsupportive behaviorand25
percentdirective behavior.The curve demonstratesthatasfollowersmove
fromthe lowestlevel of developmenttoward higherlevels,the amountof
supportivebehaviorthatleadersshouldexhibitfirstincreasesata fairly
dramaticrate and then beginstodecrease atabout the same
rate.Directive behavior,onthe otherhand shouldconstantlydecrease
atasteadyrate. One of the strengthsof the situational
leadershipmodel isthatitmakesthe leaderresponsiblefor
helpingfollowersmove to
higherdevelopmentallevels.Butleadersmustalsobe aware thattheirwork
situationchangesasfollowersmove tohigherdevelopmental
levels.Inordertocontinue tobe effective,
leadersmustlearntomodifytheirownbehaviorasthe situationchanges The
situational leadershipmodel iswidelyusedintraininganddevelopmentof
leaders,because itis easyto conceptualize andalsoeasy toapply.The
straightforwardnature of situational leadership makes it practical
for managerstouse. It is applicable invirtuallyanytype of
organization,atany level,for
almostall typesof tasks,so there are a wide range of
applicationsforit.Froma practical pointof viewit isperhapsthe
bestleadershipmodel sofar.Butit isalso a productof itsown time,
1960and 1970s, in whichleadershipisperceivedasbeingaone-to-one
relationship. Strengths It iswell
knownandfrequentlyused;ithasstoodthe testinthe marketplace 400/500
fortune 500 companies Intuitivelysimple. It isverypractical,but
still basedonsoundtheories It isprescriptive:ittellsyouwhattodoand
not to doin variouscontexts It emphasizesthe conceptof
leaderflexibility It reminds us to treat each subordinate
differently based on the task at hand and to seek opportunities
todevelopsubordinates. Weakness There have
beenonlyafewresearchstudiesconductedtojustifythe
basicassumptionsbehind thisapproach.Doesit reallyimprove
performance? The concept of the subordinates readiness or
development level is rather ambiguous (Graeff 1997; Yukl 1998)
Alsohowthe commitmentisconceptualizediscriticized(Graeff 1997) The
match of the leaderstyle andthe followersreadinesslevel
isalsoquestioned.Twostudies conducted(300 highschool
teachers,Universityemployees).Performance of mature teacherswas
unrelatedtothe style exhibitedbyprinciples. Doesnot
addressdemographicvariations. Education,Experience,age,andgender.
StudiesconductedbyVecchio&Boatwrightin2002 showedthatlevelsof
educationwere inverselyrelatedtothe directive
styleandnotrelatedtothe supportive style. Age was
positivelyrelatedtothe desire forstructure. Female
employeesexpresseddesireformore supportivestyle. It does not fully
address the issue of one-to-one versus group leadership in an
organizational setting.Example:Woulda20 employeesmatchtheirstyle
toeachindividual orto the overall developmentlevel of the group?
The leadershipquestionnairesthataccompanythe model have
alsobeencriticized.Theyare bias because the answershave
beenpredetermined. Leadership Instrument Many similarinstrumentsare
available.Theyprovide12-20 situationswherethe respo0ndantsselect
the preferredstyle. In theirworkwithleaders,HerseyandBlanchardhave
determinedthatmostleadershave some flexibilityinthe styleof
leadershiptheyemploy.Tomeasure leadershipstyle,HerseyandBlanchard
developedatool theycalled LEAD.Thistool hastwo parts.The
firstiscalledthe LEAD self,inwhichthe leaderhimself respondstoa
varietyof hypothetical situations.The secondpart,the LEAD
other,asks co- workerstodescribe the behaviorof one of
theircolleagues.The twoparts of the LEAD tool helptopaint
a clear picture of a manager'sleadershipstyle.A leadermayuse
differentstyleswithdifferentfollowers, or he or she mayhave a
mainstyle anda backup style thatcomesintoplaywhenthe mainstyle
doesn't seemtobe working.Still,otherleadersseemonlytohave one
mainstyle.HerseyandBlanchard's
researchfocusedonleaderswhousedtwostyles.Bycreatingastyle profile
foraleader,trainersusing the situational leadershipapproachare able
topinpointsituationsinwhichaleadermayhave some
difficultyandcanprepare themtodeal withthose situations. For
example,aleaderwithanS1,S3 profile workswithahighdirective,low
supportivestyle orahigh supportive,lowdirective
style.Suchaleaderwouldhave difficultyinworkingwithagroupof
followers where manyare changingdevelopmentallevelsbymovingfromD1
to D2. Thisleadermighteither continue touse the now inappropriate
S1style,ormove directlytothe alsoinappropriateS3style. A
leaderwithanS1, S4 profile seemstojudge everythingoncompetence.If
workersdon'thave itand S1, S4 leaderwill "ride"the
followersandcloselysupervise theiractivities.Once afollowershowsjob
competence,the S1,S4
leaderpullsbackshowingneitherdirectivenorsupportivebehavior.AnS2,S3
leaderisable tovary the amountof directive
behavior,butmaintainsahighlevel of supportive behavior.AnS1,S2
leaderisable tovary the amountof supportive
behaviorshown,butmaintainsa highlevel of directive behavior.AnS2,S4
profile leadershowsbehaviorwhichiseitherhighinboth directive
andsupportivebehaviororislow inboth.Finally,anS3, S4
leaderischaracterizedbynever showingahighlevel of
directivebehaviorbutvarying hissupportive behaviorfromhightolow.
The Contingency Theory o The theoryis
concernedwithstylesandsituations. o Many approachescan be
calledcontingency,butthe mostwidelyrecognizedisFiedler'sin1964,
1967. FredFiedlerfromUniversityof Illinoisdevelopedit. o Thisis a
leader-matchtheorywhichtriestomatchthe rightleaderforthe situation.
o The approach was developedbystudyingthe stylesof
manydifferentleaderswhoworkedin
differentcontexts,primarilymilitary. o Hundredsof leaderswere
analyzedwhowere goodandbad. o The LPC (LeastPreferredcoworker)
wasdevelopedtomeasure the leadersstyles.Leaderswho score highor
Loware task motivated.The LPCiscloselyrelatedtothe
"Semanticdifferential scales"(The measurementof meaning,book). o
The LPC scale.Fiedlerthoughtthathow a leaderfeelsaboutpeople he
orshe workswithmight be a goodindicatorof whetherhe orshe wouldbe
effectiveindealingwiththem.Inhisearliest
workFiedleractuallyusedtwoscales.He askedhisrespondentstodescribe
bothhisorherleast preferredcoworkerandhisorher
mostpreferredcoworker.Fiedlerthencalculatedthe difference
betweenthe evaluationof the mostpreferredcoworkerandthatof the
leastpreferred coworker.He chose to call the resultingscore the
AssumedSimilarityof Opposites(ASO)score.
Fiedlerlaterdiscoveredthatthere wasverylittle variationinthe waythe
mostpreferred coworkerwasdescribedbymostpeople.Onthe otherhand,the
evaluationsof leastpreferred coworkersvariedquite
widely.Asaresult,the onlythingthatwas contributingtothe resultswas
the leastpreferredcoworkerscore. Leader Styles Task
motivated:concernedwithreachingagoal
Relationshipmotivated:concernedwithdeveloping close
relationships.
Situational variables o Leadermemberrelations i. Group
atmosphere anddegree of
confidence,loyaltyandattractionthatfollowersfeel abouttheirleader.
o Task Structure i. The degree towhichthe requirementsof ataskis
clearand well defined. ii. Well-structured tasksgive more control
tothe leader. iii. Vague anduncleartasks give lesscontrol
andinfluence. iv. A taskis consideredstructuredwhen 1. The
requirementsof the taskare clearlystatedandstructured. 2. The path
to accomplishingthe task hasfew alternatives. 3. The completionof
the taskcan be clearlydemonstrated. 4. Limitednumberof
correctsolutionstothe taskexist. v. An example of astructure taskis
"Cleaningthe milkmachine atMcDonald's" vi. An example of
anunstructuredtasksistorun a fundraiserfor an organization. o
PositionPower i. The amount of authoritya leaderhasto rewardor
punishemployees. The 3 situational factorsdetermine the
favorablenessof the situations. The most favorable situationsare
definedbyhavingagoodleader-followerrelation,defined tasks,and
strongleaderpositionpower. The leastfavorable situationsare
definedbyhavingapoorleader-followerrelation,unstructured tasks,and
weakleaderpositionpower. The theorypositsthat certain stylesbe more
effectiveincertainsituations. Task motivatedindividualsare more
effective inVeryfavorable &veryunfavorable situations.
Relationshipmotivatedindividualsare more
effectiveinmoderatelyfavorablesituations. How does the Contingency
Theory work? By measuringthe LPCscore and the three variables,one
canpredictwhetheraleaderwill be effectivein a
particularsituation.Once the nature of situationisdetermined,the
fitbetweenthe leaderand the situationcanbe evaluated.Leaderswill
notbe effectiveinall situations. Contingency theory represents a
major shift in leadership research from focusing only on the
leaderto consideringthe situationalcontext. Itslessonhasbeen
toemphasize the importance of matchinga leadersstyle withthe
demands of asituationandwidercontext. Ineverydaylife we have
noticedthatsome executives,whomaybe extremelysuccessful inone
organization,canfail in another
organizationwithadifferentculture,valuesandwayof operation. The
contingencytheoryhasmanyapplicationsinthe real world.Itcan
explainforexample whyan individualiseffective orineffective in
acertainsituationbasedonthe variousvariables.Itcanalso
predictwhetheranindividual waseffective inacertainpositioncanbe
effective inanother. Strengths It issupportedbya great deal of
empirical research It has forcedusto considerthe impactof
situationsonleaders It ispredictive
andprovidesusefulinformationregardingthe type of
leadershipthatwillmost likelybe effective incertaincontexts It is
realistic in saying that leaders should not expect to be able to
lead effectively in everysituation It providesdataonleadersstyles
thatcouldbe useful toorganizationsindevelopingleadership profiles.
Weakness It
failstoexplainfully,whyindividualswithcertainleadershipstylesare
more effective insome
situationsthaninothers.Fiedlercallsthisa"BlackBox".The theory
explainsthatthe low LPCsare effectiveinextreme
situationsisthattheyfeel more certainwhere theyhave control. The
leadershipscale,whichthe model
uses,isoftencriticized.Itdoesnotseemvalidonthe surface. It
isdifficulttoapplyinpractice.Itrequiresanalyzingthe
leaderstyleandthree relativelycomplex situational variables. It
failstoexplainadequatelywhatorganizationsshoulddowhenthere
isamismatchbetween the leaderandthe situationinthe workplace.
Leadership Instrument The LPC scale is usedinthe
contingencytheory.Itmeasuresyourstyle byhavingyoudescribe a
coworkerwithwhomyouhave difficultycompletingajob.The scores are
indicatedbythree categories (LowLPC, Middle LPC,andHigh LPC).Low
LPCsare task motivated.HighLPCsare relationship motivated,andMiddle
LPCsare socio-independent. Historical overview of the leadership
theory Basketball teamsandsurveyingteams.Basedonhisstudyof the
literature onleadership,Fiedler predictedthatpeople whodescribe
theirleastpreferredcoworkerinpositive termswouldmake better
leaders.Suchpeople,he theorizedwouldbe able togetalongwitha
widervarietyof people.Totest thisideahe decidedtomeasure the LPCof
some leadersandcorrelate theirscoreswiththe successof the group.For
thispurpose he neededgroupsforwhichaclear indicationof
successwaspossible.He chose boys'highschool basketball teamsinthe
state of Illinois.Atthe beginningof the seasonhe went to a numberof
teamsand had each teammembercomplete the LPCscale.He
alsoaskedeachboyto nominate those onthe teamtheyliked,those
theylookedupto,those theyhungoutwith,etc.These
are calledsociometricquestions.Usinghisresults,Fiedlerwasable
todeterminewhothe informal leaderof the teamwas.At the endof the
seasonhe correlatedthe informal leader'sLPCscore withthe
team'swinningpercentage andfoundaresultthatsurprisedhim.There
wasaquite substantial and statisticallysignificantnegative
correlation.The leaderswithlow LPCscorestendedtobe onwinning
teams.Since he hadmade the opposite prediction,he
feltitwasnecessarytoreplicate those results before publishingthe
results.Withanothersetof highschool basketball teamshe foundthe
same results.He replicatedthe
researchwiththree-personsurveyingteamsfromengineeringclasses,using
the instructor'sgrade on theirpractice surveysashis measure of
success.Againhe foundthatlowLPC informal leadershadmore
successfulteams. Bombercrewsare notbasketball teams.Convincedthathe
hadfoundan importantfactorinvolvedin
leadership,Fiedlerexpandedhishorizons.He obtainedaresearchgrantto
studyleadership effectivenessinAirForce bombercrews.Using
verysimilartechniquestothose he hadusedwiththe basketball teamshe
obtainedLPCscoresandbombingrunscoresfor a substantial numberof
bomber crews.He testedall crewmembers,butcorrelatedthe
planecaptain'sLPCscore withthe crew's bombingrunscores.To hisshock
anddismay,the correlationwasnotsignificant.Determinedto
understandwhathadhappenedhe
triedtodeterminewhatdifferencesexistedbetweenthe bomber crewsand
the basketball teams.He thoughthatone importantdifference mightbe
thatinthe basketball teamsthe leaderswere emergent,nominatedbythe
teammembers,while the plane captainswere
assigned.Goingbacktohisdata he determinedthatmostplane
captainswouldqualifyas informal leadersusingthe same criteriahe
usedwiththe basketball teams.He thendroppedthe captainswhodidnot
qualifyasinformal leadersandrecalculatedthe
correlation.Withthisselectedsub sample the
correlationwasnowsignificantlynegative,thatisthe low LPC
captainstendedtohave crews withhigherbombingrunscores.The
correlation,however,wassubstantiallylowerthanthose he had
foundinhispreviousstudies.Sohe begansearchingforanotherdifference
betweenbombercrewsand basketball teamsandfoundone.Whileall the
playersonabasketball teammustworkhardand play
togethertowingames,the same was nottrue of bombercrews,at
leastnoton practice bombingruns. He determinedthatona
bombingrunthere isone keymemberof the team whose actionsdetermine
howhighthe score will be.Ondaylightbombingrunsthiswasthe
bombardier,onnighttime runsitwas the radar operator. The
firstcontingency.ArmedwiththisinformationFiedlerbegantolookat how
the dynamicsof the relationshipbetweenthe captainand hiskeyman
mightbe involvedinthe failure tofindstrongsupport for the
relationshipof lowLPCwitheffective leadership.Since
Fiedlerhadobtainedsociometric nominationsfromthe bombercrews,he
wasable todeterminehow eachcaptainfeltabouthiskey man.Some plane
captainshad nameda keymanas someone theylikedtoworkwithandsome plan
captainshad notnameda keymanas someone
theylikedtoworkwith.Fiedlerthendividedthe sample up intothose
captainswhofeltpositivelytowardakeyman andthose whodidnot. He
thencorrelated the captains' LPCscores withthe
bombingrunscoreswithineachof those twogroups.The resultswere
striking.Inthe groupof crewswhere the captainfeltpositivelyaboutthe
keyman,the correlationwas
substantial,significantandnegative.Aswiththe basketball
teams,planecaptainsinthatsubsample withlowLPC scoreshad
highbombingrunscoresandthose withhighLPC scoreshad low bombingrun
scores.Surprisingly,inthe subsampleof crewswhere the plane
captainhadnotvoicedpositive feelings for the keyman,the
correlationwassignificant,substantialandpositive.Inthatsubsample,plane
captainswithhighLPC scoreshad highbombingrunscoresand
captainswithlow LPCscoreshad low bombingrunscores.In the
bombercrewsthe relationshipbetweenleader'sLPCscore and teamsuccess
was contingentonthe kindof relationshipbetweenthe captainandthe
keymanon the team.
Fiedlerinterpretedtheseresultstomeanthatthere was an
optimumdistance thatneededtobe
maintainedbetweenaleaderandhis/herfollowers.He feltthatlow
LPCleaderstendtobe somewhat distantbecause of
theirbasicleadershipstyle.He
alsoproposedthatwhenaleadernominatedakey man as someone he likedto
workwith,thatleadertendedtohave a more close relationshipwiththat
man.On the other hand,whenthe leaderdidnotfeel thatthe keymanwas
someone he likedtowork with,thatleadertendedtohave a more
distantrelationshipwiththatman.The explanationwentas follows.A
lowLPCleadertendstobe somewhatdistantbynature.Whenthislow
LPCleaderchooses the keyman as someone he likestoworkwith,the
distance isnotincreasedandtheyworkproductively together.Whenthe
lowLPCleaderdoesnotlike toworkwiththe keyman,the distance isfurther
increasedtoa level toogreatfora productive workingrelationship. A
highLPC leader,onthe otherhand,tendstomaintainquite close
relationshipswithpeople becauseof hisbasic nature.Whenthe highLPC
leaderchoosesthe keymanassomeone he likestoworkwith,the
naturallyclose relationshipbecomesperhapseven closer,tooclose
foragoodleader-follower interaction.Inthese conditionsthe
leadermayfail tobe as critical and demandingasa leaderneedsto be in
orderto getthe bestproductivityfromafollower.WhenahighLPC
leaderdoesnotmeetakey man withwhomhe likestowork,he
createsenoughdistance tomaintainaproductive working
relationship.Thisconclusionsuggestsaninterestingapplication.If
youare a highLPC person(thatis you describe
yourleastpreferredcoworkerinverypositive terms)
thenyoushouldtrytoworkwithpeople youdon't particularlylike if
youwanttobe productive.Onthe otherhandif you are a low LPC person
(youdescribe yourleastpreferredcoworkerinquite negativeterms)
thenyoushouldtrytowork with people youlike
andrespect.Fiedlerabandonedthissocial distance interpretationwhenhe
developed the full contingencytheory. The
contingencytheory.FiedlerandhisassociatesconductedmanyresearchstudiesonLPCand
leader effectivenessoverthe next several years.Inthatperiodhe
discoveredtwoothercontingenciesthathad a moderatingeffectonthe
relationshipbetweenLPCandleadereffectiveness.Eventuallyhe arranged
the three contingencieshe hadfoundinthe mannershowninfigure 6.1 on
page 111 of the textbook.By dichotomizingeachof the
contingencies,he producedeightcombinationsarrangedinthe ordershown.
As the textbookauthorpointsout,the
contingencycombinationsgoingfromlefttorightare considered alsoto be
from mostfavorable toleastfavorable forthe leader.Thuswe cansee
that the most importantcontingencyisleader-memberrelations,because
asituationwithgoodleader-member
relationsisalwaysconsideredbetterthanasituationwithpoorleader-memberrelationsregardlessof
the nature of the othercontingencies.We canalso see thattask
structure ismore importantthan leaderpositionpower,since
ahighstructure situationisalwaysbetterthana low structure situation
regardlessof the amountof positionpower. Fiedlerthensurveyedthe
researchthathadbeendone tothat time usingLPC andplacedeach study
intoa category
basedonleader-memberrelations,taskstructure,andpositionpowerof the
leader.In sevenof the eightcategoriesthere wereatleasta few
studiesrelatingleaderLPCtoperformance of the group.In the three
mostfavorable categoriesonthe left(octants1,2 and 3) the average
relationship was quite substantiallynegative andalmostall the
studiesproducedanegative relationshipbetween leaderLPCscoresand
performance.Surprisingly,inoctant4 (goodleader-memberrelations,low
structure and weakpositionpower) the relationshipshiftedinthe
opposite direction.Inoctant4 the average
relationshipbetweenLPCandperformance was
substantiallypositive,meaningthatinthese
conditionshighLPCleaderstendedtohave groupswithhighperformance
andlow LPCleaderstended to have groupswithlowperformance.Nearlyall
the studiesthatfellintooctantfourproducedpositive
relationshipsbetweenLPCandgroupperformance.The studiesinoctantfive
producedresultssimilarto
those inoctant four.Fiedleractuallyhadnostudieswherethe
conditionsfell intooctantsix whenhe firstproposedthe
contingencytheoryin1964. In octantseventhe average
relationshipbetweenLPC and performance
waspositivebutlow.Inoctanteightthe average swungquite
sharplyagain.Inthe conditionsof octanteight,where none of the
contingencieswere favorable forthe leader,the average
relationshipwassubstantiallynegative andalmostall of the
studiesproducedanegative relationship.In these
worstconditionsforaleader,lowLPCleaderswere againclearlymore
effectiveinproducing results.Subsequentresearchpredictswhichkindof
leaderislikelytobe more effectiveforeachoctant. There isstill some
doubt,however,whetheraclearpredictioncanbe made for octantseven.
Fiedler'sinterpretationof the theory.Inhismanypublicationsonthe
model,Fiedlerproposesthatthe low LPC leaderwhoiseffective
inpromotingproductivityinboththe three mostfavorable contingency
situations(octants1,2 and 3) andthe mostunfavorable
situation(octant8) doesnotbehave the same inthe favorable
andunfavorablecircumstances.He has suggestedthatall
leadersprioritizewhatthey try to accomplish.Fora lowLPC leader,the
mainfocusisgoal achievementandtaskaccomplishment and the
secondaryfocusisbuildinggoodrelationshipsanddevelopingfollowers.The
reverseistrue of the highLPC leader.Hisor hermaingoal
isbuildinggoodrelationshipswiththe secondarygoal of task
accomplishment.Insituationswhichare moderatelytoverydifficultforthe
leader,mostof hisorher effortsgointopromotingthe
maingoal--taskaccomplishmentforthe low LPCleader,andrelationship
buildingforthe highLPCleader.Accordingtocontingencytheory,inthe
worstconditionsforaleader (octant8), workingfortask
accomplishmentatall costs isapparentlythe bestthingtodo.In this
unfavorable situation,the low
LPCleadershines.Inmoderatelydifficultsituations(octants4,5 and 6),
it appearsthat a strong,drivingtaskorientationonthe partof the
leaderdoesnotworkverywell.In those
moderatelydifficultsituations,the highLPCleaderismore successful.
In the three mostfavorable contingencysituations(octants1,2 and 3),
the leaderhasthe luxuryof takingit easyonhis/hermaingoal and
puttingeffortintothe secondarygoal.The highLPCleadermay
pressharderfor task accomplishmentinthese situationsfeelingthatthe
goal of relationship developmentdoesnotrequire somuchattention.The
low LPCleaderonthe otherhand,backs off from so muchpressure ontask
accomplishmentandputsmore effortintorelationshipbuilding.Fiedlerhas
indicatedthathe has evidencethatlowLPCleadersengage inmore
relationshipbehaviorsthanhigh LPC leadersinthese situationsthatare
favorable forthe leader. The effectsof trainingandexperience
onleadereffectiveness.Some of the mostinterestingand provocative
aspectsof contingencytheoryinvolve ideasaboutthe effectof
trainingandexperience on
leadereffectiveness.Accordingtocontingencytheory,trainingandexperience
allowsthe leadertogive more structure to hisor
herworksituation.Inotherwords,if a leaderisworkingina
situationwhere the task has lowstructure,suchas octants 3 and 4 and
octants7 and 8, as he or she gainsexperience or
isgivengoodtrainingthe taskbecomesmore structured.Thusa leaderina
situationlike octant4,with goodleader-followerrelations,low
structure andweakpower,wouldwithtrainingandexperience change to a
situationlike octant2,
withgoodleader-followerrelations,highstructure andweakpower. At
firstglance,thisshouldbe agood
thing,transformingamoderatelydifficultsituationintoone thatis much
more favorable forthe leader.Butwait.If the
leaderinquestionishighLPC,he orshe was likely quite effective
workinginthe octant4 situation.Shiftingthisleadertooctant2,
accordingto
contingencytheory,wouldresultinloweredeffectiveness.However,if the
leaderwere low LPCthe shift fromoctant 4 to octant 2 shouldincrease
effectiveness. In anotherexample,if the leader startsinoctant 8,
withpoor leader-followerrelations,low structure and
weakpower,andisable throughtrainingandexperience tobringstructure
tothe task, he or she
wouldendupinoctant 6. In thiscase we
wouldexpectimprovedperformance fromhighLPCleaders and
reducedperformance fromlowLPCleaders.Inotherwordsthe
effectivenessof trainingand experience inimprovingleaderperformance
dependsonthe LPCscoresof the leadersyoutrainand the
contingencysituationinwhichtheyare now
working.Thisconclusionsuggeststhatinsome situationsa little (ora
lot) of trainingcan be a
dangerousthing.Fiedlerhasevensuggestedthatsome leadersbe
rotatedback intomore unfavorable circumstanceswhentheirexperience
hasallowedthemtoimprove the situationbyimposinggreaterstructure.
Martin Chemers,atthe Universityof Utah,conducteda
fascinatingstudythatdemonstratedthe differentialeffectof
trainingbasedonthe LPCof the leaderandthe contingenciesof the
situation.The studywas conductedatthe heightof the VietNamwar.At
that time studentsatmostuniversities, includingthe Universityof
Utah,feltquite negativelyaboutthe government,the military,andthe
war. ChemersusedArmyROTCcadetsfrom the universityashisleaders.The
studywasconductedondays whentheywouldbe wearingtheiruniforms.The
otherstudentsinthe groupswere notROTCcadets,
creatingconditionswhere the leaderfollowerrelationswouldlikelynotbe
verygood.The taskthe groupswere givenwasto decode messages.The
groupswere notgivenanytrainingorinstructionin howto go about
breakingthese codes,guaranteeingthatthe taskwasquite
unstructured.Since these groupsmetin a lab as volunteersfora
psychologyexperimentandwere givencreditforjustshowing up,the
leadershadnopositionpoweroverthe othergroupmembers.The
situationwassetupto be an octant 8 combinationof contingencies.Half
of the ROTCstudentleaderswere highLPCbasedonan earliertest,andhalf
were lowLPC.Finally,half of the ROTCstudentleaderswere
givenashorttraining sessionpriortothe group meetingonhow togo about
breakingcodes,andhalf were givennotraining at all. Ordinarily,we
wouldexpectall groupswhose leadershadbeengiventraininginhow
tobreakcodesto do betterthanall groupswhose
leadershadnotbeengivenanytraining.Onthe otherhand,
contingencytheorysaysthatinthe worst situationfora leader,octant8,
low LPCleadersshouldhave groupsthat performbetterthanthose of low
LPC leaders.If the trainingchangedthe situationtooctant 6, we
wouldexpectthe trainedhighLPCleaderstodobetterthanthe trainedlow
LPCleaders.Thiswas exactlywhathappened.The groupswithtrained,low
LPCleaderssolvedfewercodesthanthe groups
withuntrained,lowLPCleaders.The
groupswithtrained,highLPCleadersperformedbetterthanthe
groupswithuntrained,highLPCleaders.Inotherwords,the
traininghelpedthe leaderbe more effectiveif he washighLPC,but made
hisperformance worse if he waslow LPC. Where doescontingencytheory
fit? The situational leadershiphaspassedthe testof the market.It
isverypopularwithorganizationsbut has verylittle
researchvalidation.Contingencytheory haspassedthe testof
research.Itliterallygrew out of researchrelatingleadershipstyle
withfollowerproductivity.The contingencymodel is
reproducedineveryorganizational andindustrial
psychologytextbook,buthasmade verylittle impact on the
leadershiptrainingof
businessorganizations.Fiedler,Chemers,andothershave attemptedto
applythe theorythroughtheirLeaderMatch trainingprograms,butthese
have notbeenverypopular. The problemseemstobe withthe basicideaof
how muchleaderscan change theirbehavior. Situational
leadershipseemstomake the
assumptionthatanintelligentpersoncaneasilychange hisor
herbehaviortomatch the demandsof the situation.All theyhave
tolearnishow to diagnose the developmentlevel of
theirfollowers.Contingencytheoryseemstoargue thatleaderscan'treally
change.Theyare effective orineffective dependingonthe
situationtheyare inandwhetheritmatches theirownnature.The truth of
the matterislikelysomewhere inbetween.Leadersmaybe able tomake some
changesintheirbehavior,butthese changeswillbe difficult,andrequire
considerabletraining
and
effort.Itisalsolikelythatorganizationscouldbenefitsubstantiallyfromdevotingmore
attentionto matchingthe styles of theirleaderstothe demandsof the
situationandmovingleadersaroundto enhance the match. The Expectancy
Theory Thisis nota leadershiptheory,butIcoveredithere because the
path-goal theorywasbasedonit.The Expectancytheorywasdesigned
toexplainwhythere isnotaveryhighrelationshipbetweenthe offer of
incentivesinaworkplace andan increase inthe effortputforthbythe
workersthere.Expectancy theoryexplainsthe manyplaceswhere the
connectionmaybe broken. a. The nature of the
incentive.Whatisofferedmustbe valuedbythe personforwhomitissupposed
to have incentive value.Forexample,workersmaybe toldthatif
theyworkhard and performwell theywill be promotedtoa
supervisoryposition.Some individualsinthe workgroupmayplace
highpersonal value onsucha promotion.Othershowever,maynotwantthe
added responsibilities.So,the firstprincipleof
expectancytheoryisthatthe incentive orrewardmustbe valuedbythe
individualoritwill not resultingreaterworkeffort. b.
Self-confidence.The workermustbelieve thatif he or she
putsforthincreasedeffort,thiswill resultinthe level of performance
specifiedasnecessarytoearnthe incentive.Manyworkersare not sure
that if theywork evenharder,theycanperformat the specifiedlevel. c.
Level of uncertaintyaboutthe reward.Manyincentivesare
offeredonavague or uncertainbasis. Workersmay be toldthat if
theirperformance isupto certainstandardstheywill become eligible
for promotion,forraisesinpayor bonuses.There are
usuallynotenoughpromotionssothat everyone whoisperformingwell canbe
promoted.Oftenworkersdonothave faiththat effort and performance
level isthe primarydeterminantof
whogetspromoted.Raisesandbonusesare dependenttosome degree onhow
well the companyisdoingeconomically,andnotjuston how well
employeesare performing.Asaresult,the
uncertaintyaboutactuallyreceivingthe reward may cause some
workerstofeel thatpurringforthextraeffortisnot justifiedbythe
probabilityof receivingthe reward. The bottom line isthata
personislikelytoputforthextraeffortas the resultof an
offeredincentive onlyif that personvaluesthe rewardhighlyandhasa
highdegree of expectationthatsuchincreased effortwill
resultinactuallyresultinreceivingthe reward.Path-goal
theoryisdesignedtohelpleaders understandthe
variousthingsthatmaypreventaworkerfrom believingthe goal canbe
reached.The leader'sbehaviorisdesignedtohelpworkersbelieve
theycanperformwell andthatperformance will yieldmanyvaluedrewards.
Path-Goal Theory Thistheoryisabout howleadersmotivate
subordinatestoaccomplishgoals. It focusesonenhancing employees
performancebyfocusingon employees motivation. It firstappearedinthe
1970s heavilydrawingfromresearchonmotivationbasedonthe worksof
(Evans,1970), (House,1971),(House & Dessler,1974). The
path-goal theoryemphasisthe relationshipbetweenthe
leader'sstyleandthe characteristicsof the
subordinatesandworksetting. Basedon the expectancytheory,the
Path-Goal theory,assumesthatsubordinateswillbe motivated
o if theythinktheyare capable of performingtheirwork o if
theybelievetheireffortswill resultinacertainoutcome o if
theybelievethatthe payoffsfortheirworkare worthwhile Effective
leadershipwill selectthe style thatmeetsthe subordinatesneeds o
Choose behaviorthatsupplementorcomplementwhatismissinginthe
worksetting. o Leadersinformationorrewardstosubordinatestoenhance
goal attainment(Indvik,1986) Leadershipmotivateswhenitmakesthe
pathtothe goal clear,easyto reach,provide coaching,
removesobstacles,andmake the workitselfpersonallysatisfying.(House
&Mitchell,1974) Whenleadersselectthe
properstyle,theyincreasethe subordinates chance forsuccessand
satisfaction. Path-Goal theoryiscomplex.
ThebasicprinciplebehindPath-Goal theory Themajorcomponentsofthe
Path-Goal theory
Leader Behavior There are fourbehaviors,butthe
theoryisleftopenforinclusionof additionalbehaviors. The
following4behaviorswere examined o Directive
Similarto"InitiatingStructure"or"Telling"style
insituationalleadership A leaderwhogivesinstructionsaboutatask,how
is itdone,expectations,andthe timeline? o Supportive
Resembles"ConsiderationBehavior". Beingfriendlyandapproachableasa
leader,attendingtothe wellbeingandhuman needsof subordinates.
Supportive leadersgooutof theirway tomake
workpleasantforemployees,treat themas equal. o Participative
Referstoleaderswhoinvite subordinatestoshare indecisionmaking. o
Achievement-Oriented Characterizedbya
leaderwhochallengessubordinatestoperformworkatthe
highestlevelpossible. Thisestablishesahigherstandardof excellence
andseekscontinuousimprovement. These leadersshowahighdegree of
confidence thatsubordinatesare capable of accomplishingthe work.
House & Mitchel suggestedthatleadersmayexhibitanyorall of these
behaviorswithvarious subordinatesandindifferentsituations.The
leaderisNOTlockedintoa specificstyle.
There may be instanceswhere aleadermayuse a blendof
differentbehaviors. Leadershouldadapttheirbehaviortothe
situationandthe motivationof the subordinates. The
leaderbehavioritself iscontingentonthe othertwo componentsof the
Path-Goal theory (Characteristicsof the
subordinateandcharacteristicsof the task) Subordinates
Characteristics Determineshowthe leaderbehaviorwillbe
interpretedbysubordinatesinagivenworkcontext. Researchhasfocusedon
subordinate needsforaffiliation,preferencesforstructure,desire for
control,and self-perceivedlevelsof taskability. Affiliation o The
theorypredictsthatsubordinateswhohave astrong
"Affiliation"needsprefer
supportivestyle.Friendlyandconcernedleadershipisasource of
satisfaction. o The theorypredictsthatsubordinateswho are
"DogmaticandAuthoritarian"prefer Directive
style.Thisprovidespsychological structure andtaskclarity.These
subordinates feel more comfortable whenaleaderprovideasense of
certaintyinthe worksetting. Desire for control o
Subordinateswithinternal locus of control believe theyare incharge
of the thingsthat occur in theirlife. Participative
styleismostsatisfying.Itallowssubordinatestofeel incharge andbe a
part of the decisionmaking. o Subordinateswithexternallocus of
control believethatchance,fate andoutside forcesare the
determinantsof lifeevents. Directive leadershipisbestbecause
itparallelsthe subordinatefeelingsthat outside forcesare incontrol.
Motivation o As subordinatesconfidence of theirownabilitiesgoup,the
needfordirective leadership goesdown. Task Characteristics Task
characteristicshave a majorimpacton the way a
leader'sbehaviorinfluencessubordinates. The characteristics include
o Designof the subordinate task o Formal authoritysystemof the
organization o primaryworkgroup of subordinates These
characteristicscancollectivelyprovide motivatingforthe
subordinates. An example
iswhenasituationprovidesastructuredtask,stronggroup norms,andan
establishedauthoritysystem, the employeeswill feel asif
theycanaccomplishthe taskon their own.Leadership inthese
contextscanbe seenasunnecessary,un-empathetic,andexcessively
controlling. Otherexamplesthatneedleadershipincludetasksthatare
repetitive,soleadershipcankeepthe
employeesmotivated,orambiguoustasksthatmay
needleadershiptoclarifythem. A special focusof the path-goal
theoryisforleaderstohelpremove obstacles.Thisincreasesthe oddsof
the successfullycompletingthe tasksandincreasesthe
employeesconfidence. in1996, House publishedanadditional 8classesof
behaviorsforthe Path-Goal theory o Directive o Supportive
o Participative o Achievementoriented o Work facilitation o
Group orienteddecisionprocess o Work Group
representationandnetworking o Valuerbasedleaderbehavior The
revisedtheoryassertsthateffective
leadershipneedtohelpsubordinatesbygivingthem whatis
missingintheirenvironmentandbyhelpingthemcompensate
fordeficienciesintheir abilities. Leader Behavior Group Members
Task Characteristics Directive Leadership Providesguidance
andpsychological structure Dogmatic Authoritarian Ambiguous
Unclearrules Complex Supportive Leadership Providesnurturance
Unsatisfied Needaffiliation Needhumantouch Repetitive Unchallenging
Mundane and Mechanical Participative ProvidesInvolvement Autonomous
Needforcontrol Needforclarity Ambiguous Unclear Unstructured
Achievement Oriented ProvidesChallenges Highexpectations
Needtoexcel Ambiguous Challenging Complex How does the Path-Goal
theory work? The Path-Goal theoryiscomplex,butpragmatic. It
providesasetof assumptionsabouthow
leadershipstyleswillinteractwithcharacteristicsof
subordinatesandtasksandhowit affectsmotivation. The
theoryprovidesdirectionabouthow
leaderscanhelpsubordinatestoaccomplishtasks. For tasksthat are
structured,unsatisfying,andfrustrating,the theorysuggeststhe
supportive style. The theorysuggeststhatthe directive
styleisbestforthe tasksthat are ambiguous,unclear organizational
rules,dogmatic,andauthoritarianemployees. Participative
leadershipisalsosuggestedforambiguoustasksbecause itbringsclarity.
Achievementorientedleadershipismosteffectiveinsettingswhere
subordinatesare requiredto performambiguoustasks. Although the
path- goal theory is not applied in many management training
programs, it bringsmany
interestingperspectivestoleadershipthinking.Itwasone of the
firsttheoriestospecifyfour conceptuallydistinctvarieties of
leadership;notonlytask-orientedandrelationshiporiented
leadership.It was also one of the first theories to explain how
task and subordinate characteristicsaffectthe impactof
leadershiponsubordinate performance.
It can be appliedatall levelswithinanorganization. Strengths It
providesauseful theoretical frameworkforunderstandinghow
variousleadershipbehaviors affectthe satisfactionof the
subordinatesandtheirperformance. It attemptstointegrate the
motivationprinciplesof the expectancytheoryintoatheoryof
leadership.Itisthe onlytheorythatdealswithmotivation. It
providesamodel thatina certainwayis verypractical. It
remindsleadersof theirpurposewhichistoguide andcoach
employeesasthey move along the path to achieve agoal. Weaknesses It
isquite complex andtriestoincorporate manydifferentaspectsof
leadershipthatmake ita little confusing. It has receivedonlypartial
supportfromthe manyempirical studies It failstoexplainadequatelythe
relationshipbetweenleadershipbehaviorandworker motivation The
approach treatsleadershipasaone-wayeventw1here the leaderaffectsthe
subordinate.It placesa great deal of responsibilityonthe
leaderandless onthe subordinateswhichcanmake themtoo dependentonthe
leader. Leadership instrument The path-goal questionnaire isthe
preferredinstrument.The scoresrepresentthe fourtypesof
behaviorandtellsthe leaderwhichstyletheyuse more dominantly.
Leader-MemberExchange (LMX) theory While mosttheorieshave
emphasizedthe pointof viewof the leader,the LMXtheory conceptualize
leadershipasa processthat iscentered onthe interaction
betweenleadersand followers. LMX theorymakesa dyadicrelationship
betweenleadersandfollowersasthe focal pointof the process. It was
firstdescribedin1975 by Dansereau,Graen,andHaga. It had undergone
several revisions since. Priorto LMX,
researcherstreatedleadershipassomethingleaders
didtowardsfollowersand assumedleaderstreatedfollowers inacollective
wayasa groupusingan average leadership style. Early Studies Thisis
basedonthe vertical dyadlinkage (VDLtheory).The focuswasoneach of
the VDLs that are formedbetweenthe leaderandeachof the followers.
It was determinedthere are twodyads: o in-groups(extraroles) o
out-groups(definedroles)
Subordinatesbecomeeitherpartof the in-groupor the
out-groupbasedonhow well theywork withthe leaderandhowthe
leaderworkswiththem.Personalityandothercharacteristicsare
relatedtothisprocess. Becomingpartof the
in-groupsinvolvessubordinates negotiatingwiththe leaderaboutwhat
theyare willingtodoto become part of the group. The
activitiesinvolvegoingbeyondtheir formal jobdescriptionsandthe
leaderinturndoesmore forthese subordinates. Subordinatesthatare
notinterestedintakingdifferentjobresponsibilitiesbecome partof the
out-group. Subordinatesinthe in-groupreceivesmore
information,influence,confidence, andconcernfrom the
leaders.Theyare alsomore dependable,highlyinvolved,andmore
communicative. Subordinatesinthe out-groupare
lessinvolvedandreceivelessattentionandperksfromthe
leader.Theyjustcome towork,do theirjoband go home. Later Studies A
shiftinfocustookplace.Early
studiesfocusonin-groupsandout-groups.Laterstudiesfocused on howthe
LMX theoryisrelatedtothe organizational effectiveness.
Researchdeterminedthathigh-qualityLeader-Memberexchangesproduced o
Lessemployee turnover o More positive performance evaluations o
Higherfrequencyof promotions o Greaterorganizational commitment o
More desirable workassignments o Betterjobattitudes o More
attentionandsupportfromleaders o Great participation o Fastercareer
progressover25 years
OrganizationsprosperfromhighqualityL-Mexchanges Leadership Making
Stranger Acquaintance Partner Roles Scripted Tested Negotiated
Influence One Way Mixed Reciprocal
Exchanges Low Quality MediumQuality HighQuality Interests Self
Self/Other Group Thisis a prescriptive
approachtoleadership.Itemphasizesthata leadershoulddevelophigh-
qualityexchangeswithall of theirsubordinatesratherthanjusta
few.Itattemptstomake every employeepartof the in-group.
Leadershipmakingsuggeststhatleadercreate partnerships throughoutthe
organizationwhich benefitsthe organizationatlargeraswell
astheirowncareer. Graen andUhl-Bien(1991)
suggeststhatleadershipmakingdevelopsovertime in3phases o The
stranger phase Interactionsare rule bound.
Reliesheavilyoncontractual relationships
Leader-Memberrelaytoeachotherwithinthe describedorganizationroles
Lowerqualityexchangessimilartothe out-groups Subordinate
complieswiththe formal leaderwhohashierarchical statusforthe
purpose of achievingeconomicrewards. The motivesare
directedtowardsself interestratherthanthe goodof the group. o The
acquaintance phase Beginsbyan offerfromthe leaderorthe subordinate
forimprovedcareeroriented social changes. It involvessharingmore
resourcesandpersonal information. It isa
testingperiodforbothleaderandemployee. Dyadsshiftfromaway fromthe
prescribedjobdescriptionandthe definedroles. Leader-Memberexchange
isimproved. They tendto focuslesson self-interestandmore onthe
goals of the group. o The mature partnershipphase Thisis a
partnership. Highqualityleader-memberexchanges. Highdegree of
mutual trust. Respectandobligationtowardeachother.
Leadersandsubordinatesare tiedtogetherinaproductive
waythatgoesbeyond traditional hierarchy.
Schriesheim,Castro,Zhou,andYammarino(2001) foundthat
goodleader-member relationswere more egalitarianandinfluence
andcontrol were equallybalanced. How does the Leader-Member
Exchange theory work? As a whole,itisa veryinterestingapproachtothe
leadershipprocess,anditoffersusa lotof ideastounderstandbetterthe
relationshipbetweenaleaderandafollower. Although,this
theoryhasnotbeenpackagedtobe usedintrainingand development,itoffer
much insightthatmanagerscan use to improve theirleadershipbehavior.
The ideassetforthby the LMX theorycan be usedat all levelsof the
organization. The ideasalsoapply to
creatingnetworkswithinanorganizationandcallinguponthisnetworkto
helpsolve problemsoradvance careergoals. The theorytellsusto be
fair to all employees,andtobe sensitive. It worksin 2 ways:
o It describesleadership - Highlightsthe importance of
recognizingthe existenceof in- groupsand out-groups. The
differencesonhow goalsare accomplishedusingthe
in-groupsorout-groupsare substantial. In-groupmembers domore
thatjobdescriptionrequiresandlookforinnovative waysto advance the
group. Inresponse,leadersgive themmore responsibilitiesand more
opportunities.Leadersalsogive themmore timeandsupport.
Out-groupmembersoperate strictlywithintheirprescribedorganizational
roles. Theydo whatis requiredof them, but
nothingmore.Leaderstreatthemfairlyand accordingto the formal
contract,but do notgive themspecial attention.Theyget
standardbenefits. o It prescribesleadership - The authors advocate
that leadersshouldtrytocreate special relationshipswith all
subordinates. Leadersshouldoffereachsubordinatethe
opportunitytotake new rolesand responsibilities.
Leadersshouldnurture high-qualityexchangeswiththeirsubordinates.
Strengths It isa strongdescriptive theorythatmakesintuitivelysense.
We maynot like itbecause itisunfair,butit isa realitythatthe
theorydescribes. It isthe onlyleadershiptheorythatmakesthe
conceptof the dyadicrelationshipthe centerpiece of the
leadershipprocess. It directsourattentiontothe importance of
communicationinleadership. There isalso a large bodyof
researchthatsubstantiateshow the practice of the LMX theoryis
relatedtopositive
organizationaloutcomes.Itisrelatedtoperformance,organizational
commitment,jobclimate,innovation,organizationalcitizenshipbehavior,empowerment,
procedural,distributivejustice,andcareerprogress. Weaknesses On the
surface itruns counterto the basic humanvalue of fairness. The
existence of in-groupsandout-groupsmayhave undesirableeffectsonthe
groupas a whole. Our culture repelsthe discriminationof
age,gender,etcandthistheoryawakensthe discriminationfactors.
Questionshave beenraisedregardingthe measurementof
leader-memberexchangesinthis theory.The measurementscale
lackscontentvalidity. The basic ideasof the theoryhave
notbeenfullydeveloped.Itdoesnotexplainhow the high-
qualityleader-memberexchangesare
created.Itmentionedthatpersonalitycompatibilitiesare keyto these
high-qualityexchanges,butneverwentindepthaboutthe details.
Leadership instrument The LMX-7 providesareliable andvalidmeasureof
the qualityof leader-memberexchanges.Itis designedtomeasure
respect, trust,andobligation. Transformational Leadership (TL)
Thishas beenthe focusof researchsince the 1980s. It isbasedon
the "great man"theory,butdoesnot assume thatthe leadermusthave all
of the characteristicsof the great manin orderto be an effective
leader. Part of the "NewLeadership"paradigm. The transformational
leaderseesthe needforchange,expansion,orcomplete transformationin
orderto take the organizationtowardgoalsthatothersmaynot have
evenimagined.The transformational leadermusthave
vision,problem-solvingskills,andthe abilitytoinspire followerstogo
beyondtheircurrentrequirements,be creative,andchange the
waytheythink abouttheirjobs.Basedon these assumptions,manylarge
companiesattemptto identify potential
transformationalleadersearlyintheircareersandprovide
themwithavarietyof assignmentsthatwill
developaverybroadperspective.Althoughthe conceptof transformational
leadershipisdifficulttodefine,the potentialgainsforthe
organizationare worththe effort. Givesmore
attentiontocharismaticandaffective elementsof leadership. A thirdof
the leadershipresearchtodayisabout"Transformational
Leadership"(Lowe& Gardner,2001) It isa processthatchangesand
transformsindividuals. It
isconcernedwithemotions,values,ethics,standards,long-termgoals. It
includesassessingfollowersmotives,satisfyingtheirneeds,andtreatingthemashuman
beings. It worksto influencefollowersona1:1
level,wholeorganizations,andentire cultures. Both
followersandleadersare boundtogetherinthe transformational process.
The term wascoinedbyDownton(1973), butthe emergence of the
theorywasthroughJames MacGregor Burnsin1978. o Leadersare those
whotap the motivesof the followersinordertobetterreachthe goals of
the leadersandfollowers. Burns distinguishedbetweentwotypesof
leadership o Transactional Thisis the bulkof
leadershipmodelswhichfocusesonexchangesbetween leaders/followers.
Examplesincludepoliticianswhowinvotesbypromisinglesstaxesormanagerswho
offerpromotionstoemployeeswhosurpasstheirgoals. o Transformational
Referstothe processwhere an individual engageswithothersandcreatesa
connectionthatraisesthe level of
motivationandmoralityinbothleaderand follower. Thistype of
leadershiphelpsfollowersreachtheirfull potential.
ExamplesincludeMohandasGandhi ora managerwhoattemptstochange their
company'scorporate valuestoreflecta more humanstandardof
fairnessandjustice. Transformational Leadership and Charisma -
House o House publishedthe charismaticLeadershipin1976. o Burns
publishedabookin1976 about the Transformational
Leadershiptheory.Itreceivedagreat deal of attention. o The concept
of "Charisma"wasfirstusedto describe aspecial
giftthatselectindividualspossess. It
givesthemextraordinarypowers.Itgivesthemsuperhumanexceptional
powers.(Weber, 1947)
o Weberrecognizedthe importantrole playedbyfollowersin
validatingcharisma. o The personal characteristicsof a
charismaleaderinclude o Beingdominant o Havingstrong desire
toinfluence o Self-confident o Strongsense of one'sownvalues o
Charismaticleadersalso Strongrole modelsforthe beliefsandvaluesthey
wanttheirfollowerstoadopt. Theyappearcompetent. Theyarticulate
ideological goalsthathave moral overtones(example:MartinLutherKing)
Communicate highexpectationstofollowers Theyexhibitconfidence in
followers abilitiestomeetexpectations. Thisincreasesthe followers
senseof competenceandself-efficacy. Arouse
taskrelevantmotivesinfollowersincludingaffiliation,power,
andesteem. (Example:JFK,appealingtovaluesof the Americanpeople,
asknotwhatyourcountry can do foryou,but ask whatyou can do foryour
country.) o Effectsof charismaticrelationshipaccordingtoHouse.These
mostlyoccurinstressful situations. Follower'strustinthe
leader'sideology. Similaritybetweenfollower'sandleader'sbeliefs.
Unquestionedacceptance of the leader. Expressionof warmthtowardsthe
leader. Followerobedience. Identificationwiththe leader. Emotional
involvementinthe leader'sgoals. Heightenedgoalsforthe followers.
Follower'sconfidence ingoal achievement. Personality
Characteristics Behaviors Effects on followers Dominant
Setsstrongrole model Trust inLeader'sideology Desire toinfluence
ShowsCompetence Belief similaritybetweenleaderand follower
Confident ArticulatesGoals Unquestioningacceptance StrongValues
CommunicatesHigh Expectations Affectiontowardleader
ExpressesConfidence Obedience ArousesMotives
IdentificationwithLeader Emotional involvement HeightenedGoals
Increasedconfidence House - Personal Characteristics for
Charismatic Leaders.
A model of Transformational Leadership - Bass o (Bass,1985)
providedamore expandedversionof the transformationalleadership. o
Bass extendedBurn'stheorybyfocusingmore onfollowersratherthan
leaders'needs. SuggestedthatTL couldapplyto situationstowhichthe
outcomeswere notpositive. Contendedthattransactional
andtransformational leadershipwereonasingle continuum. o Bass
extendedHouse'stheorybygivingmore attentiontothe
emotionalelementsandoriginsof charisma. He suggestedthatcharismais
necessary, butnotsufficientfortransformationalleadership. o Bass
suggestedthatTransformational leadershipmotivatesfollowersby:
Raisingfollowers consciousnessaboutthe importanceandvalue of
idealizedgoals. Gettingfollowerstotranscendtheirown
self-interestforthe sake of the organization.
Movingfollowerstoaddresshigherlevelneeds. Transformational
Leadership factors o TL isconcernedwithperformance of the
followersanddevelopingthemtotheirfullestpotential (Avolio,1999;
Bass & Avolio,1990).IndividualswhoexhibitTLoftenhave astrong
setof internal valuesandideals,theyare
effectiveatmotivatingfollowerstoactin waysthat supportte greater
goodrather than theirownself-interest(Kuhnert,1994). o There are 7
factors that are includedinthe transactional/transformational
model. Transformational Leadership Factor #1 -
Idealizedinfluence/Charisma Factor #2 - Inspirational Motivation
Factor #3 - Intellectual Stimulation Factor #4 -
IndividualizedConsideration Transactional Leadership Factor #5 -
ContingentReward,Constructivetransactions Factor #6 -
Managementbyexception,Active andPassivecorrective Transactions.
Laissez-Faire Leadership Factor #7 - Laissez-Fairenon-transactional
Transformational Leadership Factors (Very Effective)
Generallyspeaking,transactional leadershipresultsinexpectedoutcome
while transformational leadershipresultsgobeyondthe
expectations.