Leadership MGT 3310

Defining Leadership  Leader Versus Manager Managing Broader in scope Focuses on non-behavioral issues Leading Emphasizes mainly behavioral issues Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-2

Defining Leadership Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-3

The Trait Approach to Leadership Successful leaders tend to possess the following characteristics: 1. Intelligence, including judgment and verbal ability 2. Past achievement in scholarship and athletics 3. Emotional maturity and stability 4. Dependability, persistence, and a drive for continuing achievement 5. The skill to participate socially and adapt to various groups 6. A desire for status and socioeconomic position Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-4

The Situational Approach to Leadership: A Focus on Leader Behavior Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-5 Leadership Situations and Decisions The Tannenbaum and Schmidt Leadership Continuum (Page 372) The manager: 1. Makes the decision and announces it 2. “Sells” the decision 3. Presents ideas and invites questions 4. Presents a tentative decision that is subject to change 5. Presents the problem, gets suggestions, and then makes the decision 6. Defines the limits and asks the group to make a decision 7. Permits the group to make decisions within prescribed limits

The Situational Approach to Leadership: A Focus on Leader Behavior Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-6

The Situational Approach to Leadership: A Focus on Leader Behavior  Leadership Situations and Decisions (continued) ◦ Determining How to Make Decisions as a Leader 1. Forces in the Manager Manager’s values Level of confidence in subordinates Personal leadership strengths Tolerance for ambiguity Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-7

The Situational Approach to Leadership: A Focus on Leader Behavior  Leadership Situations and Decisions (continued) ◦ Determining How to Make Decisions as a Leader (continued) 2. Forces in Subordinates They have a relatively high need for independence They have a readiness to assume responsibility for decision making They have a relatively high tolerance for ambiguity They are interested in the problem and believe it is important to solve it They understand and identify with the organization’s goals. They have necessary knowledge and experience to deal with problem They have learned to expect to share in decision making Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-8

The Situational Approach to Leadership: A Focus on Leader Behavior  Leadership Situations and Decisions (continued) ◦ Determining How to Make Decisions as a Leader (continued) 3. Forces in the Situation Type of organization in which the leader works Effectiveness of a group Problem to be solved Time available to make a decision Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-9

The Situational Approach to Leadership: A Focus on Leader Behavior  Leadership Situations and Decisions (continued) ◦ Determining How to Make Decisions as a Leader: An Update ◦ The Vroom-Yetton-Jago Model 1. Organizational decisions should be of high quality 2. Subordinates should accept and be committed decisions  Decision Styles  Using the Model Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-10

The Situational Approach to Leadership: A Focus on Leader Behavior Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-11

The Situational Approach to Leadership: A Focus on Leader Behavior Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-12

The Situational Approach to Leadership: A Focus on Leader Behavior  Leadership Behaviors ◦ The OSU Studies Structure behavior Consideration behavior  Leadership Style ◦ The Michigan Studies  Job-Centered Behavior  Employee-Centered Behavior Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-13

The Situational Approach to Leadership: A Focus on Leader Behavior Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-14

The Situational Approach to Leadership: A Focus on Leader Behavior  Leadership Behaviors (continued) ◦ Effectiveness of Various Leadership Styles  Comparing Styles ◦ The Hersey–Blanchard Life Cycle Theory of Leadership  Maturity  The Life Cycle Model  Exceptions to the Model  Applying Life Cycle Theory Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-15

The Situational Approach to Leadership: A Focus on Leader Behavior (page 379) Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-16

The Situational Approach to Leadership: A Focus on Leader Behavior  Leadership Behaviors (continued) ◦ Fiedler’s Contingency Theory  Changing the Organization to Fit the Leader Leader–member relations Task structure Position power Actions to modify the leadership situation: 1. Change the individual’s task assignment 2. Change the leader’s position power 3. Change the leader–member relations in this group Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-17

The Situational Approach to Leadership: A Focus on Leader Behavior Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-18

The Situational Approach to Leadership: A Focus on Leader Behavior Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 16-19

The Situational Approach to Leadership: A Focus on Leader Behavior  Leadership Behaviors (continued) ◦ The Path–Goal Theory of Leadership  Leadership Behavior 1. Directive behavior 2. Supportive behavior 3. Participative behavior 4. Achievement behavior Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 7-20