LEADERSHIP MGMT 371 CHAPTER 14

LEADERSHIP DefineDefine Trait and Behavioral TheoriesTrait and Behavioral Theories Situational TheoriesSituational Theories Transactional vs. TransformationalTransactional vs. Transformational Contemporary modelsContemporary models Leaders on leadershipLeaders on leadership Million dollar questionsMillion dollar questions

Trait and Behavioral Perspectives Trait TheoryTrait Theory –Leadership prototypes –Gender research Behavioral Styles TheoryBehavioral Styles Theory –Ohio State Studies –Michigan Studies –Leadership Grid –Implications

The Ohio State Studies: identified two critical dimensions of leader behavior.The Ohio State Studies: identified two critical dimensions of leader behavior. –Consideration: creating mutual respect and trust with followers. –Initiating structure: organizing and defining what group members should be doing. McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Behavioral Styles Theory McGraw-Hill/Irwin

University of Michigan StudiesUniversity of Michigan Studies – identified two leadership styles—employee- centered and job-centered--similar to the Ohio State studies The Leadership Grid ©The Leadership Grid © –Five leadership styles—combinations of concern for production and concern for people Impoverished managementImpoverished management Country club managementCountry club management Authority-complianceAuthority-compliance Middle-of-the-road managementMiddle-of-the-road management Team managementTeam management McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Behavioral Styles Theory (Cont.) McGraw-Hill/Irwin

Leader styles should match the situationSituational theories: Leader styles should match the situation Fiedler’s Contingency Model –The performance of a leader depends on two interrelated factors: Degree the situation gives the leader control and influenceDegree the situation gives the leader control and influence Leader’s motivationLeader’s motivation McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Situational Theories McGraw-Hill/Irwin

. Representation of Fiedler’s Contingency Model McGraw-Hill Situational Control High Control Situations Moderate Control Situations Low Control Situations Leader-member relations Task Structure Position Power Good Good Good High High Low Strong Weak Strong Good Poor Poor Low High High Weak Strong Weak Poor Low Strong Weak SituationI II IIIIV V VIVII VIII Optimal Leadership Style Task Motivated Leadership Relationship Motivated Leadership Task Motivated Leadership

Situational Leadership Model McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Selling S2 Explain decisions and provide opportunity for clarification Participating S3 Share ideas and facilitate in decision making Follower-Directed Leader-Directed Follower-Directed Leader-Directed Low Low High High Leader Behavior Task Behavior Follower Readiness High Moderate Low R4 R3 R2R1 Follower Readiness High Moderate Low R4 R3 R2R1 Relationship Behavior (supportive behavior) Delegating S4 Turn over responsibility for decisions and implementation Telling S1 Provide specific instructions and closely supervise performance McGraw-Hill/Irwin

Path-goal clarifying behaviors Achievement-oriented behaviors Work facilitation behaviors Supportive behaviors Interaction facilitation behaviors Group-oriented decision-making behaviors Representation and networking behaviors Value-based behaviors McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Categories of Leader Behavior within the Revised Path-Goal Theory McGraw-Hill/Irwin

Transactional vs. Transformational Leadership Transactional leadershipTransactional leadership Transformational leadershipTransformational leadership –Individual & org characteristics –Leader behaviors –Effects on followers –Outcomes What does it mean?What does it mean?

Contemporary Models Leader-Member Exchange ModelLeader-Member Exchange Model – –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 Shared leadershipShared leadership Servant leadershipServant leadership Level 5 leadershipLevel 5 leadership

Characteristics of Servant Leadership Rely more on persuasion than positional authority when trying to influence others Persuasion Characteristics AwarenessSelf-aware of strengths and challenges HealingMake others whole in the face of failures and suffering EmpathyEmpathize with others’ needs and feelings ListeningListening to identify and clarify needs and desires of a groupDescription McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin

Characteristics of Servant Leadership (Cont.) Strive to develop a “we” cultureBuilding community Characteristics Commitment to followers’ growth Committed to followers’ future StewardshipStewards of their followers VisionForesee future outcomes related to decisions, actions ConceptualizationServant leaders take the time and effort to develop broader based conceptual thinking Description McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin

The Level 5 Hierarchy McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Level 4: Effective Leader Level 3: Competent Manager Level 2: Contributing Team Member Level 5: Executive Level 1: Highly Capable Individual McGraw-Hill/Irwin

Men tend to display more task leadership; women more social leadership Women tend to be more democratic and participative. Men tend to be more autocratic and directive. Men and women were equally assertive Study: female executives, rated 360 degrees, scored higher on a variety of effectiveness criteria McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Gender and Leadership McGraw-Hill/Irwin

Leaders on Leadership Jack Welch :Jack Welch : –Leaders relentlessly upgrade their team, using every encounter to evaluate, coach build confidence. –Make sure everyone sees the vision, lives it and breathes it. –Exude positive energy and optimism. –Establish trust with candor, transparency and credit.

Leaders on Leadership Jack Welch:Jack Welch: –Have the courage to make unpopular decisions and gut calls. –A leader’s job is to have all the questions. Have undying curiosity. –Model risk-taking and learning. –Celebrate employee achievement!

Leaders on Leadership Rudy Giuliani:Rudy Giuliani: –Leaders are made. –Develop and communicate strong beliefs. –Be optimistic. –Be courageous; manage fear. –Be ethical. –Prepare relentlessly. –Surround yourself with great people.

Leaders on Leadership Rudy Giuliani:Rudy Giuliani: –Be a good communicator. –Enjoy people; use humor. –We mentality: “Come with us.”

1. 1.Leadership development is a key business strategy 2. 2.Leadership excellence is a definable set of standards 3. 3.People are responsible for their own development 4. 4.Leaders are developed primarily on the job 5. 5.People are an asset 6. 6.HR is vital to the success of leadership development McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved. Leaders on Leadership: Johnson & Johnson’s Seven Guiding Principles McGraw-Hill/Irwin

And the Million Dollar Questions…. Are leaders born or made?Are leaders born or made? Can we teach leadership?Can we teach leadership? Which theory is the best?Which theory is the best? What can we learn from Katrina?What can we learn from Katrina? When is leadership not needed?When is leadership not needed?