2. Explain why the study of leadership is so complicated and identify some of the various debates about the study of leadership
Describe the different theories of leadership that have emerged from the study of individual readers
Describe how leaders are influenced by followers and describe the theories of leadership that have been derived from analyzing the leader-follower dynamic
Explain how the situational context influences the exercise of leadership
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3. The Leader: Who is a Leader? Traits and Skills
Explained leadership by examining the traits and characteristics of individuals considered to be historically great leaders
“Great Man” theory
Tries to reveal a set of universal traits and skills that are relevant in all leadership situations
Traits-based leadership
theory
Self-confidence
Initiative
Risk taking
Persistence
High level of physical energy
Motivation to complete tasks
Common leadership traits
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4. Leadership Skills Cognitive skills Technical skills
A leader’s ability to understand the internal and external environments, make decisions with sound reasoning, and communicate effectively
Cognitive skills
A leader’s knowledge about an organization and job-related activities
Technical skills
A leader’s ability to interact with others
Interpersonal skills
The core values and fundamental beliefs that drive behavior in variable situations
Character
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5. Task-oriented behavior Relations-oriented behavior
Leadership Style
The pattern of behaviors that leaders use in situations
Behaviors that prioritize the accomplishment of a task in an efficient and reliable way
Task-oriented behavior
Behaviors that prioritize interpersonal relationships, the value of workers as humans, and a strong commitment to the unit and its mission
Relations-oriented behavior
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6. Figure 12.1 - The Managerial Grid
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7. The Charismatic Leader
Individuals who arouse strong followership through inspirational visions and/or compelling personal attributes
Charismatic leaders
Exhibit extreme self-confidence about their values
Possess willingness to take personal risks
Have a strong moral conviction to exercise their power positively
Communicate vision through powerful imagery, symbolism, and metaphor
Patterns in charismatic leaders
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8. Transformational Leadership Theory
The set of behaviors that leaders use to transform, or change, their organization and individuals for the better
Transformational
leadership
Charisma and vision
Inspirational motivation
Intellectual stimulation
Individualized consideration
Components of transformational leadership
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9. Transactional Leadership Theory
The process of a leader providing something the subordinates want
Transactional leadership
Contingent reward
Active management-by-exception
Passive management-by-exception
Components of transactional leadership
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10. Components of Transactional Leadership
The exchange process between leaders and followers in which leaders offer rewards to subordinates in exchange for their services
Contingent reward
A method of leadership done passively or actively that describes when leaders should intervene to increase a subordinate’s effort to meet standards
Management-by-exception
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11. Leader-Member Exchange Theory
A method of leadership in which leaders treat each member differently, and as a result, develop unique relationships with each member
Leader-member exchange (LMX)
theory
In-groups
Out-groups
Favored subordinates
Favored subordinates who are assigned more interesting tasks, given greater responsibility and authority, and receive more tangible rewards and more resources
Subordinates who are expected to simply comply with formal rules and do what is required of them; as a result, they receive the standard benefits of the job
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12. The LMX Relationship Life Cycle: The Role-Making Process
Phases in which a leader and follower undergo a process that dictates whether followers become part of the in-group or out-group
Stranger phase - Leaders and subordinate interactions are formal and based on organizational policies 1
Acquaintance phase - When a leader offers the subordinate a chance to increase his or her responsibility in the group and the subordinate must accept the new role 2
Mature partnership phase - Leaders and followers develop strong mutual trust, respect, and obligation 3
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13. The Leader, the Followers, and the Situation
Leaders are more effective depending on the favorability of a leadership situation, which is described by leader-member relations, task structure, and positional power of the leader
Fiedler contingency model
Leader-member relations
Quality of relationships between leaders and followers
Task structure
Extent to which standard procedures are in place to complete a task
Positional power
Extent to which a leader has authority to evaluate performance and administer rewards or punishments
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14. Hersey and Blanchard’s Situational Theory
Leaders have the flexibility and range of skills to adapt their leadership behavior. This type of leadership is based on the interplay of:
Situational leadership theory
The amount of task-related behaviors a leader exhibits 1
The amount of relationship-related behaviors a leader exhibits 2
The level at which followers are mature enough to perform a specific task, function, or objective 3
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15. Figure 12.2 - Leadership Styles Mapped to Subordinates’ Characteristics
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16. House’s Path-Goal Theory
The most important aspect in leadership is the follower’s expectation that a task can be accomplished and that it will lead to rewards
Path-goal theory of leadership
Task characteristics
Leader behaviors
Subordinates’ characteristics
Structured or unstructured
Repetitive or diverse
Simple or complex
Directive
Participative
Supportive
Achievement- oriented
Preferences for structure
Desire for control
Confidence in ability
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17. Leadership Substitutes and Neutralizers
Aspects of a situation that make leadership unnecessary
Substitutes
Aspects of a situation that hinder a leader’s ability to act a particular way
Neutralizers
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18. KEY TERMS
Character Charismatic leaders Cognitive skills Contingent reward Fiedler contingency model “Great Man” theory Interpersonal skills Leader-member exchange theory Leadership neutralizers Leadership style Leadership substitutes Management-by-exception
Managerial grid Path-goal theory of leadership Relationship life cycle Relations-oriented behavior Situational leadership Task-oriented behavior Technical skills Traits-based leadership theory Transactional leadership Transformational leadership
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