1. Leadership Chapter 15 McGraw-Hill/Irwin
Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved.

2. Learning Objectives Describe the concept of leadership
Discuss several traits that are associated with leaders
Summarize the two major behavior approaches to leadership
Compare the situational approaches to leadership
Identify some of the emerging perspectives of leadership
Explain how leadership varies in cross-cultural contexts

3. Research focuses on two key leadership issues
Introduction
Research focuses on two key leadership issues
Why some organizational members become leaders, while others do not
Why some leaders are successful, while others are not

4. There is no consensus on what leadership is
What is Leadership?
There is no consensus on what leadership is
Leadership qualities important in one situation may not be required in another
Variables with which every leader must deal
The people who are being led
The task the people are performing
The environment in which the people and task exist

5. What is Leadership?
The process of influencing others to facilitate the attainment of the organization’s goals
A formal leadership position is not needed to exert leadership behavior
Informal leaders can be just as important to a group’s success as is the formal leader

6. Virtually all leaders of effective groups:
What is Leadership?
Virtually all leaders of effective groups:
Provide direction and meaning to followers
Generate trust
Favor action and risk taking
Are purveyors of hope

7. Is Leadership Important?
Leaders can make a difference in end results
The specific behaviors used to do this are ambiguous
Evidence of the effect of leadership on performance is modest
Even at the highest levels, leaders do not have unilateral control over resources and external factors

8. Is Leadership Important?
Self-managing teams
Empowerment teams
Autonomous work groups
Bosses are often replaced with teams, but no successful team is without leadership
No successful team is without leadership

9. The trait theory of leadership
Trait Approaches
The trait theory of leadership
An attempt to identify specific characteristics associated with leadership success
Characteristics can be physical, mental, or personality

10. EXHIBIT 15.1 Traits Associated with Leadership Effectiveness

11. Reasons For Trait Theory Contradictory Research Findings
Trait Approaches
Reasons For Trait Theory Contradictory Research Findings
The list of important traits is endless
Trait test scores aren’t consistently predictive of leader effectiveness
Leadership traits don’t operate singly, but in combination
Patterns of effective behavior depend largely on the situation

12. Behavioral Approaches
Focus on completing the task
Use close supervision to ensure subordinates perform tasks using specified procedures
Job-centered Leaders
Focus on the people doing the work
Delegate decision making
Satisfy employee needs
Creative a supportive work environment
Employee-centered Leaders

13. Initiating Structure and Consideration
The leader organizes and defines relationships in the group
Establishes well-defined patterns and channels of communication
Spells out ways of getting the job done
Consideration
Behavior indicating friendship, trust, respect, warmth, and rapport between leaders and followers

14. Initiating Structure and Consideration
The linkage between consideration and initiating structure is complex
Those scoring high on initiating structure had more employee grievances, but received higher proficiency ratings
Those with a high consideration score received lower proficiency ratings, but had fewer subordinate absences

15. Trait and Behavioral Approaches
Trait and behavioral approach shortcomings
Behaviors and characteristics, helpful or essential in some situation, are unimportant in others
These approaches fail to consider the interaction among people, tasks, and environments

16. Situational Approaches
Situational theories suggest that leadership effectiveness is a function of the situation
Each model has its advocates
Each tries to identify the leader behaviors most appropriate for a series of situations
Each tries to identify the leader-situation patterns or interactions for effective leadership

17. Situational Approaches
Contingency Leadership Model (Fiedler)
Group performance depends on the interaction between leadership style and situational favorableness
Leadership style measured by the Least-Preferred Coworker Scale (LPC)
Situational favorableness
Leader-member relations
Task structure
Position Power

18. EXHIBIT 16.2 Summary of Fielder’s Variables & Styles

19. Leadership Actions to Change Situations
Request particular people for work in the group
Transfer subordinates out of the unit
Volunteer to direct difficult or troublesome subordinates
To modify leader-member relations
Introduce new or unusual tasks/problems
Break jobs down into smaller subtasks that can be more highly structured
To modify task structure

20. Leadership Actions to Change Situations
Show subordinates who is boss by exercising fully the authority you have
Make sure that information to the group gets channeled through you
Let subordinates participate in planning and decision making
To modify position power

21. Vroom-Jago Leadership Model
Vroom and Yetton assumptions
The model should help managers determine which leadership style to use in various situations
No single style is applicable to all situations
Focus should be on the problem to be solved and the situation in which it occurs
The leadership style used in one situation should not constrain the styles used in other situations
Social processes influence the amount of participation by subordinates in problem solving

22. Vroom-Jago Leadership Model
Key Components of the Vroom-Jago Model
Specifies the criteria by which decision effectiveness is judged
Framework for describing specific leader behaviors or styles
Diagnostic variables that describe key aspects of the leadership situation

23. Vroom-Jago Leadership Model
Decision effectiveness is based on decision quality and subordinate commitment
Decision quality: the extent to which the decision impacts job performance
Subordinate commitment: how important it is that subordinates be committed to or accept the decision
May also be influenced by time constraints

24. Vroom-Jago Decision Styles
Autocratic
Group
Delegated
Consultative

25. EXHIBIT 15.3 Vroom-Jago Decision Styles

26. Vroom-Jago Diagnostic Procedure
Perform a situational diagnosis by asking a series of questions
How important is the technical quality of the decision?
How important is subordinate commitment to the decision?
Do you have sufficient information to make a good decision?
Is the problem well structured?
And so on…

27. EXHIBIT 15.4 Example of Vroom-Jago Rules of Thumb

28. Path-Goal Leadership Model
Leaders are effective because of their positive impact on followers’
Motivation, ability to perform, and satisfaction
Leaders influence followers’ perceptions of
Work goals
Self-development goals
Paths to goal attainment

29. Path-Goal Leadership Model
Leader Behavior
Directive
Supportive
Participative
Achievement-oriented
Situational Variables
Personal characteristics of subordinates
Environmental pressures and demands

30. EXHIBIT 15.5 Framework of Revised Path–Goal Leadership Perspective

31. Situational Leadership Theory
Hersey and Blanchard developed an appealing situational leadership theory
Advocates that managers understand their own behavior
Emphasizes followers and their level of maturity
Leaders must use a leadership style that matches the followers’ maturity level
Job readiness
Psychological readiness

32. Situational Leadership Theory
Proposed Leadership Styles
Telling
Selling
Delegating
Participating

33. EXHIBIT 15.6 The Hersey-Blanchard Situational Leadership Model

34. Comparing Situational Approaches
Similarities between the situational leadership models
All focus on the dynamics of leadership
All have stimulated research on leadership
All remain controversial because of measurement problems, limited research testing, or contradictory research results

35. EXHIBIT 15.7 Summary Comparison of Four Important Situational Models of Leadership

36. Emerging Perspectives of Leadership
Charismatic Leaders
John F. Kennedy, Winston Churchill, Mother Teresa, and Steve Jobs were charismatic leaders
Charisma enables leaders to motivate followers to achieve outstanding performance
People who take on hero qualities gain charisma
A charismatic leader creates motivation based on an emotional commitment to, and identity with, his/her vision, philosophy, and style

37. EXHIBIT 15.8 Behavioral Components of Charismatic and Noncharismatic Leaders

38. Two Types of Charismatic Leaders
Through communication ability, links followers’ needs and goals to job or organizational long-term goals and possibilities
Visionary
Focus is on the short-term
Has an impact in situations where existing resources, knowledge, and procedures are inadequate
Crisis-Based

39. Transactional Leadership
Helps followers identify what must be done to achieve desired results
Uses path-goal concepts
Takes followers’ self-concept and esteem needs into consideration
Relies on contingent rewards and management by exception

40. EXHIBIT 15.9 Transactional Leadership

41. The Transformational Leader
Goals instead of short-term self-interest
Achievement and self-actualization instead of security
Motivates followers to work for…
The employees’ reward is internal

42. Transactional Leadership
Transactional leadership is not often found in organizational settings
The majority of workers do not feel that good pay is contingent on good performance
Leaders must learn to…
Understand what employees want
Administer rewards in a timely manner
Emphasize the pay-performance link

43. The Transformational Leader
To achieve their vision, transformational leaders make major changes in the
Mission
Way of doing business
Human resource management
Philosophy, system, and culture of an organization

44. The Transformational Leader
Bass identified five factors that describe transformational leaders
Charisma (transformational)
Individual attention (transformational)
Intellectual stimulation (transformational)
Contingent reward (transactional)
Management by exception (transactional)

45. Coaching
Everyday interaction of helping another employee improve his or her understanding of the work in order to improve performance

46. Coaches Comes in all varieties Aren’t always linked to seniority
Leader skills, experience, abilities
Talent for observing and decision making
Exceptional communication ability
Knows reward-performance feedback
Nonjudgmental

47. Coaching Coaching hints Observe the detail
Develop the person’s strengths
Work to improve people, not change them
Require continual improvement
Pace the person
Believe you can be the best

48. Recommended Coaching Techniques
Practice active listening
Support learning with action & reflection
Move from easy to hard skills
Set goals
Provide tactful feedback, positive and negative

49. Servant Leadership The servant leader
Emphasizes employee growth and service to others as worthwhile ends in and of themselves
Places other’s needs in front of their own

50. Multicultural Leadership
A leader’s personality, efforts, or style may conflict with the context of the environment
Bass found that leadership attributes linked with effective leadership vary across cultures
Employees who rank high on power distance prefer an autocratic leader
Employees low in power distance prefer a participative style of leadership

51. Factors Linked to Multicultural Leadership Effectiveness
Preferred awareness
Actual awareness
Submissiveness to rules and authority
Reliance on others
Favoring of group decision making
Concern for human relations
Cooperative peer relations

52. In Review, Did We… Describe the concept of leadership
Discuss several traits that are associated with leaders
Summarize the two major behavior approaches to leadership
Compare the situational approaches to leadership
Identify some of the emerging perspectives of leadership
Explain how leadership varies in cross-cultural contexts