chapter 11 leadership theories leaders move things forward

Chapter 11

Leadership Theories

Leaders move things forward

Copyright © 2008 John Wiley & Sons, Inc. 11-2

Chapter 11 Study Questions

• What is leadership and how does it differ from management?

• What are situational contingency approaches to leadership ?

• What is implicit leadership?

• What are charismatic/transformational perspectives?


What is leadership and how does it differ from management?

• Role of management is to promote stability or to enable the organization to run smoothly

• Role of leadership is to promote adaptive or useful changes



• Leadership – process of influencing others to understand and

agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared efforts

– Formal leadership– Informal leadership



• Formal leadership – exerted by persons appointed to or elected to

positions of formal authority in organizations

• Informal leadership – exerted by persons who become influential

because they have special skills that meet the resource needs of others



• Approaches to leadership– Trait and behavioral theory perspectives– Attributional and symbolic perspectives– Transformational and charismatic perspectives


Study Question 1: What is leadership and how does it differ from management?

• Trait perspectives – assume that traits play a central role in

differentiating between leaders and non-leaders or in predicting leader or organizational outcomes.


Figure 11.1



• Behavioral theories– assumes that leadership is central to

performance and other outcomes– Focuses on leader behaviors rather than traits



• Michigan leadership studies– Employee-centered supervisors

• Place strong emphasis on subordinate’s welfare

– Production-centered supervisors• Place strong emphasis on getting the work done



• Ohio State leadership studies– Consideration

• Sensitive to people’s feelings and making things pleasant for the followers

– Initiating structure• Concerned with spelling out the task requirements

and clarifying other aspects of the work agenda



• Leadership Grid– Developed by Blake and Mouton– Built on dual emphasis of consideration and

initiating structure– A 9 x 9 Grid (matrix) reflecting levels of concern

for people and concern for task



• Leader-Member Exchange (LMX) theory– Focuses on the quality of the working

relationship between leaders and followers– LMX dimensions determine followers’

membership in leader’s “in group” or “out group”


What are situational contingency approaches to leadership?

• Leader traits and behaviors can act in conjunction with situational contingencies

• The effects of leader traits are enhanced by their relevance to situational contingencies



• Fiedler’s contingency model– Situational control - The extent to which a

leader can determine what his or her group is going to do as well as the outcomes of the group’s actions and decisions.



• Least preferred co-worker (LPC) scale – measure of a person’s leadership style based

on a description of the person with whom respondents have been able to work least well


Figure 11.2



• Fiedler’s situational control variables– Leader-member relations (good/poor)—

membership support for the leader– Task structure (high/low)—spelling out the

leader’s task goals, procedures, and guidelines in the group

– Position power (strong/weak)—the leader’s task expertise and reward or punishment authority



• Fiedler’s cognitive resource theory– A leader’s use of directive or nondirective

behavior depends on:• The leader’s or subordinate group members’ ability

or competency• Stress• Experience• Group support of the leader



• House’s path-goal theory of leadership– assumes that a leader’s key function is to

adjust his or her behaviors to complement situational contingencies.


Figure 11.3



• Directive leadership – spells out the what and how of subordinates’

tasks

• Supportive leadership – focuses on subordinate needs, well-being, and

promotion of a friendly work climate.



• Achievement oriented leadership– emphasizes setting challenging goals, stressing

excellence in performance and showing confidence in people’s ability to achieve high standards of performance.



• Participative leadership– focuses on consulting with subordinates and

seeking and taking their suggestions into account before making decisions.


Figure 11.4


Figure 11.5



• Leader-member exchange (LMX) theory – emphasizes the quality of the working

relationship between leaders and followers.



• Substitutes for leadership– make a leader’s influence either unnecessary

or redundant in that they replace a leader’s influence

• Romance of leadership– is where people attribute romantic, almost

magical, qualities to leadership


What is implicit leadership?

• Inference-based – Emphasizes leadership effectiveness as

inferred by perceived group/organizational performance outcomes


What is implicit leadership?

• Recognition-based – is leadership effectiveness based on how well a

person fits characteristics of a good or effective leader


What are charismatic/transformational perspectives?

• Charismatic leaders– Leaders who by force of their personal abilities,

are capable of having a profound and extraordinary effect on followers



Conger and Kanungo’s three-stage charismatic leadership modelStage 1: the leader critically evaluates the status

quo

Stage 2: the leader formulates and articulates future goals and a idealized future vision.

Stage 3: the leader shows how the goals and vision can be achieved.


Figure 11.6


• Transactional leadership– Involves leader-follower exchanges necessary

for achieving routine performance that is agreed upon by leaders and followers




• Leader-follower exchanges involve:– Use of contingent rewards.– Active management by exception.– Passive management by exception.– Abdicating responsibilities and avoiding

decisions.



• Transformational leadership– Leaders broaden and elevate followers’

interests, generate awareness and acceptance of the group’s mission, and stir followers to look beyond self-interests



• Dimensions of transformational leadership– Charisma– Inspiration– Intellectual stimulation– Individualized consideration



Can people be trained in the new leadership?– People can be trained to adopt new leadership

approaches.– Leaders can devise improvement programs to

address their weaknesses and work with trainers to develop their leadership skills.

– Leaders can be trained in charismatic skills.



Is new leadership always good?– Not always good– Dark-side charismatics can have negative

effects on followers– Not always needed

chapter 11 leadership theories leaders move things forward

Documents

role of leadership

leadership grid

leadership trait

leadership process

implicit leadership

john wiley sons

leadership theories

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