WHY DO SOME EMPLOYEES PAY MORE ATTENTION TO SOME MANAGERS THAN TO OTHERS? WHY WILL THEY WILLINGLY FOLLOW ONE BOSS INTO BATTLE, WHILE THEY REFUSE TO EVEN LISTEN TO THE OTHER?

CHESTER BARNARD’S ZONE OF INDIFFERENCE Questioning Zone ? Not Obey

The effective use of power to achieve organizational objectives LEADERSHIP: The ability to influence people toward the attainment of organizational goals (Daft, p. 514) The effective use of power to achieve organizational objectives (Hunger)

The ability to influence or affect the environment POWER: The ability to influence or affect the environment INFLUENCE: The use of power to cause a change in another person or thing in the environment

CHARACTERISTICS OF CHARISMATIC LEADER 1. Models a role 2. Articulates a transcendent goal 3. Communicates high performance standards and Shows confidence in followers’ ability ( A charismatic leader motivates followers to transcend their expected performance-Daft, p. 532)

BASES OF POWER QUESTIONNAIRE

A MANAGER HAS: POSITION - BASED POWER Legitimate Reward Coercive (Daft, p. 516)

A LEADER HAS: PERSON - BASED POWER Referent Expert (Daft, p. 516) (Plus informal reward and coercive according to Hunger)

Use of expert and reference power lead to commitment Use of legitimate and reward power lead to compliance Use of coercive power leads to resistance (Daft, pp. 516-517)

Categories of Leadership Theories Trait Theory Behavioral Approaches Contingency Approaches Change Leadership

TRAIT THEORY No personality traits distinguish leaders from non-leaders Only a weak relationship between traits & leader success (Daft, p. 518)

BEHAVIORAL APPROACHES Styles Dimensions Leadership Grid

LEADERSHIP STYLES (Lewin, Lippitt, &White) (Daft, p. 518) Autocratic Democratic Laissez-Faire (Iowa Studies, 1930s)

BEST STYLE? Quantity of Work Quality of Work Satisfaction with Work Autocratic Democratic Laissez Faire Most Least Democratic Autocratic Laissez Faire Best Worst Democratic Laissez Faire Autocratic Most Least

TANNENBAUM/SCHMIDT CONTINUUM OF LEADERSHIP BEHAVIOR (Daft, p TANNENBAUM/SCHMIDT CONTINUUM OF LEADERSHIP BEHAVIOR (Daft, p. 520) Autocratic………....Democratic..….Laissez Faire Use of Authority by the Manager Area of Freedom for Subordinates Boss- Centered Leadership Subordinate- Centered Leadership

TANNENBAUM/SCHMIDT LEADERSHIP CONTINUUM Optimal Leadership Style Depends Upon: 1. Forces in the Leader 2. Forces in the Subordinate Group 3. Forces in the Situation

DIMENSIONS OF LEADERSHIP (Daft, p. 521) Ohio State & Michigan Studies Task Orientation Initiating structure Job-centered Employee Orientation Consideration Employee-centered

Consideration & Initiating Structure (Daft, p. 521) Is mindful of subordinates Establishes mutual trust Provides open communication Develops teamwork Initiating Structure: Is task oriented Directs subordinate work activities toward goal attainment Typically give instructions, spend time planning, and emphasize deadlines Provide explicit schedules of work activities

The Leadership Grid Figure(Daft, p. 522) High 1,9 Country Club Management Thoughtful attention to the needs of people for satisfying relationships leads to a com- fortable, friendly organization atmosphere and work tempo. 9,9 Team Management Work accomplishment is from committed people; interdependence through a “common stake” in organization purpose leads to relationships of trust and respect. 5,5 Middle-of-the-Road Management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. Concern for People Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership. 1,1 Authority-Compliance Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree. 9,1 Low Low Concern for Production High Source: The Leadership Grid Figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29. Copyright 1991, by Scientific Methods, Inc. Reproduced by permission of the owners.

CONTINGENCY APPROACHES Hersey and Blanchard’s Situational (Life Cycle) Theory Path-Goal Theory Substitutes for Leadership

HERSEY AND BLANCHARD’S SITUATIONAL THEORY OF LEADERSHIP Also called “Life Cycle” Theory

Hersey and Blanchard’s Situational Theory (Daft, p. 526) A contingency approach to leadership that links the leader’s behavioral style with the task readiness (maturity) of subordinates.

Psychological Development Imp of Needs Immature Mature Psychological Development Physiological Safety Social Esteem Self Act.

Psychological Development Imp of Needs Immature Mature Psychological Development Physiological Safety Social Esteem Self Act. Tell Sell Participate Delegate

SITUATIONAL LEADERSHIP THEORY Participating Selling Delegating Telling

PATH-GOAL THEORY OF LEADERSHIP (Daft, p. 527) Based on Expectancy Theory of Motivation A leader should emphasize either path clarification or adjust rewards depending on the factors affecting a person’s motivation Theory assumes people can change their leadership styles to fit the situation

Situational Contingencies Three Important Situational Contingencies in Path-Goal Theory (Daft, p. 531) The personal characteristics of group members The work environment

SUBSTITUTES FOR LEADERSHIP (Daft, p. 531) Do we always need “leaders” to make things happen? Substitutes vs. Neutralizers

SUBSTITUTES FOR LEADERSHIP (Daft, p. 531) Substitutes for leadership make the leadership style unnecessary Neutralizers counteract the leadership style

Substitutes for relationship leader behaviors: intrinsically satisfying work professionally-oriented subordinates group cohesiveness Substitutes for task leader behaviors: able and experienced subordinates routine formalized work highly structured tasks automatic feedback professionalism

Change Leadership (Daft, p. 532) Transactional Leader: Provides direction for subordinates to achieve set objectives (typical “good manager” using position power & some personal power) Transformational Leader: Special ability to create innovation & change (charismatic leader within an organization – high on position & personal power)

ADD-ON EFFECT OF TRANSFORMATIONAL LEADERSHIP Transactional Leadership Current state of expected subordinate effort Normal performance Transformational Heightened motivation to attain designed outcome (extra effort) Subordinate beyond normal expectations