1. Practicing Leadership: Principles and Applications
Chapter 4: The Evolution of Western Leadership

2. Trust men and they will be true to you; treat them greatly and they will show themselves to be great.”
Ralph Waldo Emerson

3. Scientific Management
Scientific Management: an approach to management that focuses on dividing large projects into smaller tasks and providing training and incentives for workers to achieve these tasks at a high level, thereby increasing production and efficiency.
Frederick Taylor’s Scientific management calls for:
A “science” for every job, including standardized work flow and work conditions.
Carefully selected workers with the right ability to do each job.
Careful training with proper incentives.
Clear planning by managers.

4. Scientific Management
Henri Fayol’s Principles of Organizations:
Specialization (division of labor) Discipline
Authority with responsibility Order
Unity of command Unity of direction
Subordination of individual interests Remuneration
Centralization Equity
Chain of command (lines of authority) Initiative
Lifetime jobs (for good workers) Esprit de corps

5. Scientific Management
If Taylor takes the “bottom up” approach and Fayol takes the “top down” approach, Max Weber is a combination of the two.
Weber’s characteristics of bureaucracy :
fixed jurisdictional areas generally ordered by rules
regular activities distributed in a fixed manner
command authority distributed in a stable manner
method for fulfilling these regular activities with only qualified persons employed in the activities.

6. Second Wave Management
The Hawthorne Experiments ( ): studies of motivation and worker-management relations
Hawthorne Effect: a finding that providing greater attention to workers and their needs typically results in increased productivity

7. Operations Management and Quality Control
Operations Management: The efficient and effective implementation of the policies and tasks necessary to satisfy a firm's customers, employees, and management.
Quality Movement: the synthesis of "hard" efforts to improve work performance, such as scientific management and quantitative methods, with the idea that organizations should be viewed as complete systems.

8. Trait Theory The “Great Man” theory
Kouzes and Posner (2008) found that the top four traits that workers valued in their managers were:
Honesty
Forward-looking perspective
Inspiring
Competent

9. Research Interpersonal Factors Cognitive Factors
Emotional stability
Self confidence
Manage conflict
Cognitive Factors
Intelligence>problem solving and decision making
Administrative Factors
Planning and organizational skills
Knowledge of work being performed

10. Trait Theory

11. Behavioral Theories of Leadership
Kurt Lewin’s behavioral theories of leadership:
The Autocratic or Directive leader – tends to centralize authority, dictate work methods, make unilateral decisions, and limit employee participation.
The Democratic or Participative leader – involves employees in decision making, delegates authority, encourages participation and uses feedback to coach employees.
The Laissez-Faire leader – gives employees complete freedom to ask about decisions and to complete their work as they see fit.

12. Authoritarian Sets goals individually
Engages primarily in one-way, downward communication
Controls discussions of followers
Sets policy and procedures unilaterally
Dominates interaction
Personally directs the completion of tasks
Provides infrequent positive feedback
Rewards obedience and punishes mistakes
Exhibits poor listening skills
Uses conflict for personal gain

13. Democratic Involves followers in setting goals
Engages in two-way, open communication
Facilitates discussion with followers
Solicits input regarding determination of policy and procedures
Focuses interaction
Provides suggestions and alternatives for the completion of tasks
Provides frequent positive feedback
Rewards good work and uses punishment only as a last resort
Exhibits effective listening skills
Mediates conflict for group gain

14. Laissez-Faire Allows followers free rein to set their own goals
Engages in noncommittal, superficial communication
Avoids discussion with followers to set policy and procedures
Avoids interaction
Provides suggestions and alternatives for the completion of tasks only when asked to do so by followers
Provides infrequent feedback of any kind
Avoids offering rewards or punishments
May exhibit either poor or effective listening skills
Avoids conflict

15. The Ohio State and Michigan State Studies
Ohio State’s Leadership Behavior Description Questionnaire found two primary leadership dimensions:
Consideration
Initiating structure
Michigan State’s Studies found that leaders’ behaviors could be analyzed in terms of:
Employee-centered behavior
Job-centered behavior

16. The Leadership Grid

17. Hersey and Blanchard’s Situational Leadership Model
Effective leadership practice as based on the interplay of the following three dimensions:
The amount of guidance and direction a leader gives
The amount of social/emotional support a leader provides
The readiness level that followers exhibit related to the particular leadership task at hand
Leaders can respond to their employees’ need for direction in one of four ways:
directing, coaching, supporting, and delegating.

18. House’s Path-Goal Theory

19. House’s Path-Goal Theory
The leader must assess followers based on five expectancy factors:
Followers’ valences
Follower’s instrumentality
Follower’s expectancies
Equity of rewards
Accuracy of role perceptions

20. Fiedler’s Leader-Match Theory
Predicted leader’s effectiveness based on two factors:
Leader’s attributes
Leader’s situational control
Least Preferred Coworker Scale
Leader Situation has 3 dimensions:
Position power
Task structure
Leader-Member relationship
Experience important

21. Leader-Member Exchange
Leaders choose who will be in the in-group based on:
Possession of characteristics similar to those of the leader
Possession of a higher degree of competence than members of the out- group
Possession of higher levels of extraversion than out-group members

22. Servant Leadership According to Greenleaf, servant leaders:
Listen first so they may understand a situation
Develop their intuition
Lead by persuasion
Conceptualize the reforms they seek and lift others up
Empower by creating opportunities and alternatives for those being served

23. Transformational Leadership
Transformational leadership: based on mutually beneficial relationships between leaders and followers whereby the leader is seeking to promote growth and real change.
Transactional leadership: a barter system whereby the leader seeks to meet the needs of a follower and vice-versa. Improved work or societal conditions are not the focus of the exchange.
Critical transformational leadership: an approach to leadership in which the leader is challenged to view information critically, to elicit and value all voices, and to act in a manner that promotes a more just society

24. Leadership Skills of the Future
Leadership is a relationship, as opposed to the property of an individual.
Leadership entails change.
Leadership can be done by anyone, not only those who are designated as leaders.