leadership what does leadership involve?what does leadership involve? trait behavioral theories of...
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Leadership• What Does Leadership Involve?What Does Leadership Involve?
• Trait Behavioral Theories of LeadershipTrait Behavioral Theories of Leadership
• Situational TheoriesSituational Theories
• From Transactional to Charismatic From Transactional to Charismatic LeadershipLeadership
• Additional Perspectives on LeadershipAdditional Perspectives on Leadership
Leadership
• Leadership Leadership influencing employees to voluntarily pursue organizational goals
High
Consideration
And
Low
Structure
High
Structure
And
High
Consideration
Low
Consideration
And
Low
Structure
High
Structure
And
Low
Consideration
con
sid
erat
ion
(lo
w)
(high)
(h
igh
)
(low) Initiating Structure
The Ohio State Leadership Quadrants
Representation of Fiedler’s Contingency Model
Situational Control
High Control Situations Moderate Control Situations
Low Control Situations
Leader-member relations
Good Good Good Good
Poor Poor Poor Poor
Task Structure
High High Low Low High High Low Low
Position Power
Strong Weak Strong Weak
Strong
Weak Strong
Weak
Situation I II III IV V VI VII VIII
Optimal Leadership Styles
Task-motivated leadership Relationship-
Motivated Leadership
Task-Motivated Leadership
House’s Revised Path-Goal Theory
Leader Behaviors
Path-goal clarifying
Achievement oriented
Work facilitation
Supportive
Interaction facilitation
Group oriented-
decision making
Representation and
networking
Value based
Employee Characteristics
Locus of control
Task ability
Need for achievement
Experience
Need for clarity
Environmental Factors
Task structure
Work group dynamics
Leadership Effectiveness
Employee motivation
Employee satisfaction
Employee performance
Leader acceptance
Work-unit performance
Types of Leadership
• Charismatic LeadershipCharismatic Leadership Followers make attribution of heroic or extraordinary
leadership abilities when they observe certain behaviors
• Transactional LeadershipTransactional Leadership Leaders who guide or motivated their followers in the
direction of established goals by clarifying role and task requirements
• Transformational LeadershipTransformational Leadership Leaders who provide individualized consideration and
intellectual stimulation
• Visionary LeadershipVisionary Leadership The ability to created and articulate a realistic, credible,
attractive vision for the future of an organization
The Leader-Member Exchange (LMX Model)
• This model is based on the idea that one of two distinct types of leader-member exchange relationships evolve, and these exchanges are related to important work outcomes.– in-group exchange: a partnership
characterized by mutual trust, respect and liking
– out-group exchange: a partnership characterized by a lack of mutual trust, respect and liking
• Research supports this model
14-12
• Represent situational variables that can substitute for, neutralize, or enhance the effects of leadership.
• Research shows that substitutes for leadership directly influence employee attitudes and performance.
Substitutes for Leadership
Substitutes for LeadershipCharacteristic Of the Subordinate
Relationship-Oriented or Considerate Leader Behavior is Unnecessary
Task-Oriented or Initiating Structure Leader Behavior is Unnecessary
1) Ability, experience, training, knowledge
X
2) Need for independence X X
3) “Professional” orientation X X
4) Indifference toward organizational rewards
X X
Substitutes for LeadershipCharacteristicOf the Task
Relationship-Oriented or Considerate Leader Behavior is Unnecessary
Task-Oriented or Initiating Structure Leader Behavior is Unnecessary
5) Unambiguous and routine X
6) Methodically invariant X
7) Provides its own feedback concerning accomplishment
X
8) Intrinsically satisfying X
Substitutes for LeadershipCharacteristicOf the Organization
Relationship-Oriented or Considerate Leader Behavior is Unnecessary
Task-Oriented or Initiating Structure Leader Behavior is Unnecessary
9) Formalization X
10) InflexibilityX
11) Highly specified and active advisory and staff functions
X
12) Closely knit, cohesive work groups
X X
Substitutes for Leadership
CharacteristicOf the Organization Cont.
Relationship-Oriented or Considerate Leader Behavior is Unnecessary
Task-Oriented or Initiating Structure Leader Behavior is Unnecessary
13) Organizational rewards not within the leader’s control
X X
14) Spatial distances between superior and subordinates
XX
Servant Leadership
• Servant Servant LeadershipLeadership focuses on increased service to others rather than to oneself
Characteristics of Servant- Leader
• Listening• Empathy• Healing• Awareness• Persuasion• Conceptualization• Foresight• Stewardship• Commitment to the growth of the people• Building Community
The Managerial Grid
Exertion of minimum effort to get required work done is appropriate to sustain organization membership.
Efficiency in operations resultsfrom arranging conditions ofwork in such a way that humanelements interfere to a minimumdegree.
9
2 3 4 5 6 7 8 9Low High
Concern for production
Low
High
8
7
6
5
4
3
2
1
1
1,9Country club management
Thoughtful attention to needsof people for satisfying relation-ships leads to a comfortable,friendly organization atmos-phere and work tempo.
9,9Team management
Work accomplishment is fromcommitted people who have a"common stake" in organization'spurpose.This leads to relationshipsof trust and respect.
1,1Impoverished management
9,1Authority-obedience
5,5Middle-of-the-road managementAdequate organization performance ispossible through balancing the necessityto get out work with maintaining moraleof people at a satisfactory level.
Con
cern
for
peo
ple
MIND
Rational
Consulting
Persistent
Problem solving
Tough- minded
Analytical
Structured
Deliberate
Authoritative
Stabilizing
Position power
SOUL
Visionary
Passionate
Creative
Flexible
Inspiring
Innovative
Courageous
Imaginative
Experimental
Initiates change
Personal power
S3 S2
S1S4
Highlow
Hig
hL
ow
Delegating
Telling
Task Behavior
Su
pp
orti
ve B
ehav
ior
LowHigh
Follower Readiness LowHigh
ExplainDecisions& provideOpportunity For clarification
Share ideasAnd facilitateIn Decision making
Participating Selling
ProvideSpecificInstructionsAnd closelySuperviseperformance
Turn overResponsibilityfor decisionAnd implementation
High ( R4 ) Moderate high R3 R2 Moderate Low Low ( R1 )
Able and
Willing or
Confident
Able but
Unwilling or
Insecure
Unable but
Willing
Or Confident
Unable and
Unwilling
Or insecure
Group
Readiness
Level 4
“Self managing Group”
Group
Readiness
Level 3
Group
Readiness
Level 2
Group
Readiness
Level 1
“Chaos”
Goal Goal Goal Goal
Group Readiness
“From Chaos to Self-Management
Goal Alignment at Different Group Readiness Levels
The Leader’s Situational Role in Groups )M= member(
Group Leadership The Leader’s Situational Role
Involving Participating
ClarifyingSelling
Defining Telling
Empowering Delegating
R3 R2
R1R4
Leader
MMM
M
M
M
M
M
MMM
M
M
M
M
Leader
MMM
M
M
MM
M
Leader
M MM
M M M
MMM
Leader
Source: Hersey, Paul & Blanchard, Kenneth with Johnson, Dewey E, “Management of Organizational Behavior” 7th Edition, USA, Prentice –Hall, P.533.
S3 S2
S1S4
EnablingEnvision and
Develop the
Required
actions
& Roles
EnlistingFacilitate
Commitment
& Participate
in Decision
& Implementation
EnforcingEndorsing
HighLow Structuring Actions
Low High Organizational Readiness
Insp
irin
g A
ctio
ns
Hig
hL
ow
Sponsor theTransformation& MonitorProgress
Destroy theStatus Quo& ImplementNew Structure
Fixated
Fragmented
Resistant
Inept but
Cooperative
& Concerned
Perceptive But
Divided &
Ambivalent
Versatile
Integrated
Committed
Source of
Power
OR-4 OR-3 OR-2 OR-1
Source: Hersey, Paul & Blanchard, Kenneth with Johnson, Dewey E.1996 , “Management of Organizational Behavior” 7th Edition, USA, Prentice –Hall, P.529.
Learning
Culture
Competing
Culture
Stagnating
Culture
Conserving
Culture
Flexible with Regard to External Environment
(Able)
Parochial
Orientation(Unwilling)
Organizational Commitment
(Willing)
Rigid with Regard to Status Quo(Unable)
Versatile
Integrated
Committed
Perceptive but
Divided &
Ambivalent
Inept but
Cooperative
& Concerned
Fixated
Fragmented
& Resistant
OR-4OR-3
OR-1 OR-2