Chapter 9 Leadership

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening Leadership “Good leaders don’t ask more than their constituents can give, but they often ask–and get–more than their constituents intended to give or thought it was possible to give.” John W. Gardner, Excellence, 1984

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening Leadership Defined Leadership is the art and science of getting the job done through the willing efforts of others. ** The essence of leadership is to influence the behavior of others. ** Leadership is active.

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening Leaders and Leadership Are leaders born? We often hear of a person being a “natural born leader.” Is there such a thing? Do small children demonstrate leadership skills in their play and interactions? If so, how did they acquire this skill?

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening Leadership ** Can people learn how to be leaders? If so, what skills are learned? (Remember learning means a change in behavior has occurred.) What might be the measurements?

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening Trial and error. Formal education. On-the-job experience. Assessment centers. Coaching. Understudy assignments. Supplemental reading. Leaders and Leadership Skill learning

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening Trait Theory: Leaders are Born Trait theory focuses on an individual’s personal attributes. ** Some people have specific characteristics needed to be leaders while others do not Six identified leadership traits Ambition and Energy Desire to Lead Honesty and Integrity Self-confidence Intelligence Job-Relevant Knowledge

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening Trait Theory: Leaders are Born Just because you have these traits, it does not make you a leader. Leadership is active and the leader has to do something (influence others). ** Women's similarities in leadership styles outweigh the differences in the leadership style of men.

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening Thematic Apperception Test

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening Behavioral Theories: Leadership can the Learned Behavioral theory focuses on what the leaders do. Ohio State Studies Initiating Structure – Mission Consideration – Feelings ** Michigan Studies Production Oriented - Task ** Employee Oriented – People Leaders who emphasize interpersonal relations

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening Behavioral Theories: Leadership can the Learned Behavioral Theory Ohio State University Study - Initiating Structure - Consideration Initiating Structure Consideration Low High Low Consideration High Initiating Structure High Consideration High Initiating Structure Low Consideration Low Initiating Structure High Consideration Low Initiating Structure Low

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening Management Grid High People, Low Task Comfortable, friendly atmosphere and work tempo. High People, High Task Trust and respect among committed people accomplish tasks. Medium People, Medium Task Balance necessity of work with maintaining morale leads to adequate organization performance. Low People, High Task Efficient organization. Work arranged so people cannot interfere. Low People, Low Task Just enough effort to stay in business

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening The Contingency Theory of Leadership The contingency theory links the situation with the concept of task and relationship in the leader- subordinate role. Followership will define the leader. Leader’s style is either task oriented or relationship oriented Leader’s style or behavior is fixed with little change in style over time Situation is not fixed and may be altered to fit the particular leader Leader selection by situation

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening Contingency Theory for Leadership There are three elements of the leader- follower contingency model developed by Fred Fiedler: Position power – the degree to which a leader’s position ensure compliance. Task structure – the degree of clarity for goal accomplishment. Leader-member relations – the nature of relationship between the leader and the members.

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening Situational Leadership by Hersey and Blanchard Directive/Telling Style (Style 1) Coaching/Selling Style (Style 2) Participating/Supporting (Style 3) Delegating (Style 4)

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening Situational Leadership This style varies in three ways: The amount of direction – directive behavior. The amount of support – supportive behavior. The amount of involvement in decision making by the follower.

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening Situational Leadership Directive Behavior LowHigh R4 R3 R2 R1 S1 S2 S3 S4 Relationship Behavior High Able and willing Able, but unwilling Unable, but willing Unable and unwilling Follower Readiness Leader behaviors Telling SellingParticipating Delegating

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening Path-Goal Theory of Leadership Leader identifies employee needs. Path Appropriate goals are established. Directive Leader connects rewards with goal(s) Directive Leader provides assistance on employee’s path toward goals. Employees become satisfied and motivated and accept the leader. Effective performance occurs. Both employees and organization better reach their goals. Supportive behavior Participative behavior Achievement Motivation

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening Contemporary Approaches to Leadership Attribution theory Charismatic and visionary leadership Transactional leadership Transformational leadership Emotional intelligence

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening Attribution Theory Managers attribute the major cause of poor performance to something internal to the follower (lack of ability or effort) or to external problems beyond the follower’s control (resources, lack of information, training). There are two stages: (1) manager tries to determine the cause of performance as noted above, and (2) manager tries to select an appropriate response to fix the problem.

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening ** Charismatic Leadership (Visionary) Often visionary and charismatic leadership are used interchangeably. Charismatic traits and behaviors: Advocate a vision Not keeper of the status quo – behavior is out of the ordinary – perceived as change agent Act in several unconventional ways – counter to norms Willingly make self-sacrifices and take personal risks to support their vision Demonstrates strong self-confidence ** Ability to create and articulate a realistic, credible, attractive vision of the future for an organization

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening Characteristics Transactional Leaders Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments. Management by Exception (active): Watches and searches for deviations from rules and standards, takes corrective action. Management by Exception (passive): Intervenes only if standards are not met.

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening Characteristics of Transformational Leaders Charisma: Provides vision and sense of mission, instills pride, gains respect and trust. Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways. Intellectual Stimulation: Promotes intelligence, rationality, and careful problem solving. Individualized Consideration: Gives personal attention, treats each employee individually, coaches, and advises.

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening Emotional Intelligence Emotional intelligence refers to the leader’s ability to recognize one’s own feelings and those of others for self motivation and for managing emotions in themselves and in relationship with others.

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening Emotional Intelligence Four fundamental capabilities: 1. Self-awareness (Personal competence) 2. Self-management (Personal competence) 3. Social awareness (Social competence) 4. Relationship management (Social competence)

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening Leadership By Values Leadership is developmental Development of leader based of skills development Trial and error. Formal education. On-the-job experience. Assessment centers. Coaching. Understudy assignments. Supplemental reading.

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening Leadership By Values Dictatorial Tyrant dictator with oppressed followers who are totally dependent Benevolent Benevolent paternalist with followers who are dependent and obedient Manager Efficient manager with followers who are loyally devoted to the organization Enabling Listener, clarifier and supporter with followers, who are also clarifiers, supporters and listeners Collaborator Facilitator, producer, creator with intermediate peer participation Servant Interdependent administrator with collegial participation Visionary Liberator with a global network of peer visionaries

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening Leadership By Values

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening Leadership Summary Leadership plays a central part in understanding group behavior. Our understanding of leadership and the dynamics continue to grow. Male and female leadership styles tend to be more alike than different. No one style of leadership is always the preferred leadership style.

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening Leadership Summary Trait theory is based on individual’s personal attributes. Behavioral theory is based on the individual’s ability to learn the task and the relationships skills for leadership. Attribution theory looks at cause and effect relationship.

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening Leadership Summary Charismatic and visionary leadership focuses on change. Transactional leadership is task focused. Transformational leadership focuses on performance beyond expectations.

Human Behavior in Organizations, 2 nd Edition Rodney Vandeveer and Michael Menefee © 2010 Pearson Education, Upper Saddle River, NJ Modified by Jackie Kroening Leadership Summary Emotional intelligence is the leader’s ability to recognize his or her own feelings in relationship to others. Bottom line: Leadership is situational.