The Leadership Equation Chapter 2 © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Learning Objectives After studying Part One, you will be able to: Describe the variables that determine leadership effectiveness Assess 10 qualities that distinguish a leader Know how susceptible you are to leadership influence Identify situations in which you are likely to lead Know your natural kind of intelligence and leadership strength © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

The Leadership Equation Early studies of leadership were based on two theories: Trait Theory focusing on qualities of the leader Behavior Theory focusing on leadership actions © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Leadership Trait Theory Trait theory assumes physical and psychological characteristics account for effective leadership Basic intelligence Clear and strong values High level of personal energy Sir Francis Galton One of the earliest leadership theorists Wrote “Hereditary Genius” pub. 1869 Believed leadership qualities were genetic © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Leadership Trait Theory Six traits for effective leadership: Need for achievement Intelligence Decisiveness Self-confidence Initiative Supervisory ability 1. Need for achievement—seeking responsibility; working hard to succeed. 2. Intelligence—using good judgment; having good reasoning and thinking capacity. 3. Decisiveness—making difficult decisions without undue hesitation. 4. Self-confidence—having a positive self-image as a capable and effective person. 5. Initiative—being a self-starter; getting jobs done with minimal supervision. 6. Supervisory ability—getting the job done through others. © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Trait Theory Applied Paul Von Hindenburg Second president of post–World War I Germany Used the trait theory for selecting and developing leaders Two primary qualities for leadership ability Intelligence (bright vs. dull) Vitality (energetic vs. lazy) © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Dimensions of Leadership Figure 2-1 Bright, lazy—staff officer Energetic, dull—frontline soldier Bright, energetic—field commander Lazy, dull—left to find their own level of effectiveness © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Leadership Behavior Theory In the 1930s, emphasis on behaviorism in psychology moved researchers in the direction of the study of leadership behavior versus leadership traits © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Leadership Behavior Theory Kurt Lewin trained assistants in behaviors indicative of three leadership styles: Autocratic tight control of group activities, decisions made by the leader Democratic group participation, majority rule Laissez-faire little activity of any type by the leader © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Leadership Behavior Theory Ohio State Studies Initiating structure extent to which leaders take action to define the relationship between themselves and their staff Consideration extent to which leaders take action to develop trust, respect, support and friendship with subordinates Leader Behavior Description Questionnaire (LBDQ) – described leader behavior in two dimensions Findings of a Leader Behavior Description Questionnaire (LBDQ) study: The Democratic style was more beneficial for group performance The leader’s behavior impacted the performance of followers © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Leadership Behavior Theory Rensis Likert at the University of Michigan conducted leadership studies Studied leaders’ behaviors related to worker motivation and group performance © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Leadership Behavior Theory Identified two dimensions of behavior: Job centered (same as initiating structure) Employee centered (same as showing consideration) © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Leadership Behavior Theory Robert Blake and Jane Mouton Developed a managerial grid reflecting Ohio State and Michigan dimensions The ideal leader has high concern for both production and people © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

The Managerial Grid Figure 2-2 © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

The Managerial Grid Major management styles and concerns: Impoverished: low production, low people Sweatshop: high production, low people Country Club: high people, low production Status Quo: medium production, medium people Fully Functioning: high production, high people © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

The Managerial Grid Two additional styles Paternalistic Opportunistic high concern for production, use of rewards for compliance and loyalty Opportunistic promotes his/her own advancement © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Behavior Theory Applied Margot Morrell documented Ernest Shackleton’s endurance expedition and the lessons he learned: Leading by example Communicating a vision Keeping up morale Maintaining a positive attitude Successful leaders execute these points © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Leadership Contingency Theory holds that the most appropriate leadership qualities and actions vary from situation to situation Both trait and behavioral theories tried to identify the one best leader or style for all situations By the late 1960s, it became apparent that there is no such universal answer © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Leadership Contingency Theory Leadership effectiveness depends on a combination of the: Leader Followers Situational factors © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Leadership Contingency Theory Leaders in different situations need different interests, values, and skills A leader in a bank differs from one on a farm Experienced vs. new followers have different needs Situational factors include the job being performed, the culture of the workplace, and the urgency of the task In the past 60 years, more than 65 leadership classification systems have been developed Most agree that leadership effectiveness depends on the leader, the followers, and situation variables © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Leadership Contingency Theory Leadership results when the ideas and deeds of the leader match the needs and expectations of the follower in a particular situation General George Patton Nelson Mandela Adolf Hitler For leadership to take place, the leader, followers, and situation must match © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Transformational Leadership Max Weber’s definition of charisma: A quality that sets an individual apart from ordinary people To be treated as if endowed with exceptional powers or qualities Charisma is a gift or power of leadership Charismatic leaders Inspire others and bring forth loyalty © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Transformational Leadership Charismatic leaders exhibit a combination of personal characteristics and behavior: Dominant Ambitious Self-confident Sense of purpose © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Transformational Leadership Charismatic leaders: Are role models Demonstrate ability that elicits respect Have ideological goals with moral overtones Communicate high expectations and show confidence in meeting them Ignite the motives of followers © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Transformational Leadership Football coach Vince Lombardi generated respect and following of others through charisma He cared He worked hard He knew the right answers He believed He kept the bar high He knew people © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Transformational Leadership use optimism, charm, intelligence and other personal qualities to raise aspirations and transform individuals and organizations into new levels of high performance Transformational leadership was first discussed by J. V. Downton However, identification of these leadership types is credited to James MacGregor Burns: Transformational leadership Transactional leadership © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 

Transformational Vs Transactional Transformational leaders Focus on the potential relationship between the leader and the followers Engage the full person of the follower Tap the motives of the followers Transactional leaders Focus on exchanges between leaders and followers Emphasize exchanging one thing for another © 2015 by McGraw-Hill Education.  This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.  This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.