Chapter 11 Leadership “The ability to influence people toward the attainment of goals.” 1

Contemporary Leadership The type of Leadership needed for maximum effectiveness evolves as: The needs of the organization change The external environment changes (e.g., technology, economic, labor, social and cultural) Post-heroic approach – modest leaders rather than arrogant – put the organization ahead of themselves

Types of Leadership Theories Universal Traits (I) Behaviors (II) e.g., Ohio State, Leadership Grid (Blake & Mouton), Michigan Contingency Traits (III) e.g., Fiedler Behaviors (IV) e.g., Hersey & Blanchard, 10

Type I Theories: Traits that Generally Differentiate Leaders from Nonleaders Drive Desire to Lead Honesty and Integrity Self-Confidence Intelligence Job-Relevant Knowledge (Traits only provide the potential for leadership. They don’t guarantee it will happen.)

2 Basic Leadership Styles (Types II, III, and IV Theories) Category 1 Initiating Structure-- Job-Centered--------- Conc. for Production Task-Oriented-------- Directive--------------- Category 2 Consideration Employee-Centered Concern for People Relationship-Oriented Supportive 10

Ohio State Studies (Type II) Consideration Initiating Structure (Leaders are supposedly Both, One, or Neither - Viewed as two different dimensions) 16

The Leadership Grid (Type II) Concern for production measured on a scale of 1 to 9 Concern for people measured on a scale of 1 to 9 Team management (9,9) is often considered the most effective style for all managers. 22

Blake & Mouton’s Leadership Grid High Country Club Management Team Management Middle-of-the-Road Management Concern for People Authority-Compliance Management Impoverished Management Low Low Concern for Production High 23

Michigan Studies (Type II) Employee-Centered Leaders Job-Centered Leaders (Leaders are supposedly Either/OR, but NOT Both - These were viewed as opposite extremes of the same continuum - c.f., Fiedler) 19

Universal Behavioral Approaches (Type II Theories) Recommendations: Ohio State: Hi Initiating Structure & Hi Consideration Managerial Grid (Texas): Hi Concern for Production & Hi Concern for People Michigan: Hi Employee-Centered Leaders (not Hi Job-Centered Leaders) 15

Contingency Approaches Identify relevant Situational Variables and what Leader Traits or Styles are appropriate for each. 24

Fiedler's Contingency Theory (Type III Theory) Situational Variables Leader-Member Relations Good vs. Poor Task Structure Structured (High) vs. Unstructured (Low) Leader Position Power Strong vs. Weak Leader Traits Relationship-oriented (High LPC) Task-oriented (Low LPC) (Fiedler believed it is easier to change a situation than to change a leader’s characteristics) 25

Fiedler’s Recommendations Task-oriented managers more effective in very favorable or very unfavorable situations. Relationship-oriented managers more effective in moderately favorable situations. 24

Fiedler’s Contingency Model GOOD POOR HIGH LO W HIGH LOW S W Leader- Member Relations Task Structure Position Power Kinds of Leadership Situations Very Favorable Unfavorable I II III IV V VI VII VIII 1 Relationship-oriented managers most effective in IV, V, VI, VII. Task-oriented managers most effective in I, II, III or VIII.

Hersey and Blanchard's Situational Theory Situational Variables Followers’ Readiness / Maturity is due to : Ability Willingness Leader Behaviors Task Behavior (High or Low) Relationship Behavior (High or Low) 4 Combinations: Telling (H-L) Selling (H-H) Participating (L-H) Delegating (L-L) 29

Hersey & Blanchard’s Situ-ational Leadership (Type IV) High High Relationship and->->-> Low Task High Task <-<-<-and Relationship Participating Selling Relationship Behavior Low Relationship <-<-<-and Task High Task and->->-> Low Relationship Telling Delegating Low Task Behavior High Very High High Low Moderate Readiness R4 R3 R2 R1 28

Substitutes for Leadership “Substitutes” (+) accomplish by other means what leaders do “Neutralizers” (-) prevent leader from leading 47

Substitutes for Leadership Organizational Variables Formalization Rules (+) Physical separation (-) Task characteristics Highly structured task (+) Automatic feedback (+) Group characteristics Training/experience (+) Group doesn’t value the rewards given (-) 47

Newer Leadership Approaches These are outside the bounds of most of the highly developed leadership theories. A leader may well fit into more than one of the categories. 49

Transactional Leader This is the traditional view of leadership that the new approaches are contrasted with. A leader who clarifies subordinates’ role and task requirements, initiates structure, provides rewards, and displays consideration for subordinates. 50

Charismatic Leader Visionary Leader A leader whose personality motivates subordinates to transcend their expected performance. Visionary Leader A leader who is able to imagine how the future could be and inspire followers to work toward creating that future. 51

Transformational Leader A leader distinguished by a special ability to bring about innovation and change – by inspiring people, not by coercion. Servant Leader A leader who works to fulfill subordinates’ needs and goals - as a means to achieve the organization’s larger mission.

Level 5 Leader Interactive Leader A leader with a combination of personal humility and resolve More ambitious for their companies than for themselves Interactive Leader A leader who is concerned with consensus building, is open and inclusive, and encourages participation Seems to be more prevalent among females 53

Authentic Leader Genuine – not putting on an act Ethical People-oriented Committed to the organization mission Exhibits emotional intelligence 53

Bases of Social Power Positional - Likely Response Legitimate - Compliance Reward - Compliance Coercive - Resistance Personal Referent - Commitment Expert - Commitment ---------------------------------------------------- More Types of Power? Information? Association (from Networking)? 5

Fundamentals of Gaining Power Gain power by making others dependent on you for: Scarce Resources Information Solution of Important Problems Reducing Uncertainty

Implications of Leadership Theories Know your preferred Style. Know and care about your Followers. Know and care about the Task. Understand the Environment affecting you and your followers.

Implications of Leadership Theories Fit your Style to your Followers, the Task, and the Environment. (This may include making changes in S, F, T, or E.) Enhance your Referent and Expert Power Visualize the Future and prepare your Followers for it