1. What is Leadership? Leadership Effective Leadership
One person “intentionally” influencing another to willingly work toward a predetermined objective.
Often confused with:
Power
Authority
Control
Effective Leadership
A balance of traits(1) and skills(2), and leadership styles or behaviors(3), all combined in a way that’s right for a particular situation(4).
In the end, there is still great confusion in defining leadership. Four main areas:
Traits
Skills
Behaviors
Situation
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2. The Traits And Skills Of Leadership
The “unchanging” characteristics of a person that predisposes someone to act in a particular way.
I’m not sure I buy that, but we’ll stick with it
Personality, Motives, Values.
Some people are natural leaders
Skills
The ability to do something in an effective manner.
Beyond disposition
Skill sets that can be learned…(leadership)
Can leadership be trained?
Traits or skills on which leaders differ from nonleaders:
“Traits” that have shown to generalize across all situations
Drive, Desire to lead, Honesty and Integrity
Self-confidence, Cognitive ability, Knowledge of the business.
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3. Power and Leadership Sources of Power
If you argue that power is an antecedent to leadership
Then these are legitimate power sources
However,
Leadership influence is not limited to power
Sources of Power
Position in the organization (formal authority)
Reward
Coerce or punish
Expertise
Referent power (charisma)
Control over information or access to resources (gatekeeper)
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4. Leader Behaviors The Ohio State Dimensions of Leadership:
Research showed that almost all aspects considered to be good leadership fell into two(2) main categories…
Consideration
Mutual trust
Friendship
Support
Respect
Warmth.
Initiating structure
Organizes the work to be done
Defines relationships or roles
The channels of communication
How to get the job done.
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5. Leader Behaviors: Michigan
Leadership Styles (Orientation)
Employee-oriented Leader
A leader who focuses on the needs of employees and emphasizes building good interpersonal relationships.
Posited to lead to higher performance and effectiveness
This is true  If, and only if, the job-centered aspects are taken care of…
Job-centered Leader
A leader who focuses on production and on a job’s technical aspects.
In my opinion, while employee-oriented leadership leads to higher performance.
Job-centered leadership is necessary in some form to create overall effective leadership.
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6. Participative and Autocratic Styles
Participative Leader
Actually part of the Michigan Study
A leader who shares the problem with subordinates as a group
So that together, they can generate and evaluate alternatives in order to reach consensus on a solution.
Seen as a more effective approach to leadership
Group supervision, Support, Decision-making
Autocratic Leader
A leader who solves problems and makes the decisions alone
Using the information available at the time
Not necessarily a bad approach to leadership
Highly dependent on the situation
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7. Transactional / Transformational Leadership Behaviors
Transactional Leadership Behaviors
Based on the individual’s self interest
Leadership actions that focus on accomplishing the tasks at hand
Maintaining good working relationships
Working with rewards for performance.
Transformational Leadership Behaviors
Based on raising consciousness and mobilizing energy
Influencing major changes in the attitudes and assumptions of organization members
Building commitment for the organization’s mission, objectives, and strategies.
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8. Transactional / Transformational Leadership Behaviors
Transformational Behaviors
Idealized Influence
Individualized Consideration
Inspirational Motivation
Intellectual Stimulation
Transactional Behaviors
Contingent Reward
Active Management by Exception
Passive Management by Exception
Follower outcomes
Bringing awareness to the importance of the task
Inducing transcendence to the organization or team
Activating their higher-order needs
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9. Situational Theories Of Leadership
Fiedler’s Contingency Theory of Leadership
This theory introduces the effect that the situation may have on leadership style and effectiveness.
Least Preferred Co-worker (LPC) Scale
Leaders who describe their least preferred coworker favorably (pleasant, smart, and so on)
Are “High LPC” and are considered more people-oriented.
Leaders who describe least preferred coworkers unfavorably
Are “Low LPC” and are less people-oriented and more task-oriented.
The truth is that the situation sometimes has the strongest effect on what leadership style should be used…
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10. Fiedler’s LPC Leadership Scale
Source: Fred E. Fiedler, A Theory of Leadership Effectiveness (New York: McGraw-Hill, 1967), p. 41.
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FIGURE10–3

11. Situational Theories Of Leadership
The effectiveness of
High-LPC / Low-LPC leadership style depends upon three(3) situational variables:
Position power
The degree to which the position itself enables the leader to get group members to comply with and accept his or her decisions and leadership
Task structure
How routine and predictable the work group’s task is.
The extent to which SOP’s are in place
Leader-member relations
The extent to which the leader gets along with workers and the extent to which they have confidence in and are loyal to him or her.
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12. How the Style of Effective Leadership Varies with the Situation
Source: Adapted and reprinted by permission of the Harvard Business Review. “How the Style of Effective Leadership Varies with the Situation” from “Engineer the Job to Fit the Manager” by Fred E. Fiedler, September–October Copyright © 1965 by the President and Fellows of Harvard College; all rights reserved.
Copyright © 2004 Prentice Hall. All rights reserved.
FIGURE 10–4

13. Situational Theories Of Leadership
Path–Goal Leadership Theory (House)
Assumes that the leader’s job is to ensure that followers are motivated to do their jobs
Based on the expectancy theory of motivation.
Expectancy  E x (VI)
Does the follower perceive the instrumentality and expectancy in his/her task.
The leader’s job
To increase the personal rewards subordinates receive for attaining goals
Adding Valence
To make the path to these goals easier to follow by reducing roadblocks—setting goals
Adding Instrumentality
Explaining what needs to be done, and organizing the work.
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15. Situational Theories Of Leadership
Substitutes for Leadership Theory
This is an important part of leadership today
Various characteristics of
Subordinates
Task
Organization
That either substitute for (render unnecessary) direct intervention by the leader
Neutralize (prevent) the leader’s best efforts.
Implications for leaders:
Choose the right followers
Organize the task properly
Create the right environment
In the end, a leader can create effective substitutes for leadership that help facilitate performance
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17. Situational Theories Of Leadership
Leader–Member Exchange (LMX) Theory
The theory that leaders may use different leadership styles with different members of the same workgroup
Based in part on perceived similarities and differences with the leader.
So, this perception of leadership is based on the attribution of both
The leader and the follower
Leaders (and sometimes followers) tend to divide subordinates into an:
In-group
Out-group
Members of the in-group tend to perform better than do those in the out-group.
Why?
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18. Situational Theories Of Leadership
The Vroom–Jago–Yetton Model
A situational model based on a continuum of five decision styles with differing degrees of employee participation.
Autocratic Decisions (AI and AII)
Consultation Decisions (CI and CII)
Joint Decision Making (GII)
Enabling leaders to analyze a situation and decide how much participation is called for using:
A set of management decision styles
A set of diagnostic questions
A decision tree for identifying how much participation the situation calls for.
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19. Vroom–Jago–Yetton Model’s Diagnostic Questions
Is there a quality requirement such that one solution is likely to be more rational than another?
Is there sufficient information to make a high-quality decision?
Is the problem structured?
Is acceptance of the decision by subordinates critical to effective implementation?
If you alone make the decision, is it reasonably certain that it would be accepted by your subordinates?
Do subordinates share the organizational goals to be obtained in solving this problem?
Is conflict among subordinates likely over preferred solutions?
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20. Types of Management Decision Styles
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FIGURE 10–5

21. Vroom and Yetton Decision Process Flow Chart (Decision Tree)
Source: Adapted from Leadership and Decisionmaking by Victor H. Vroom and Philip W. Yetton, by permission of the University of Pittsburgh Press. Copyright © 1973 by University of Pittsburgh Press.
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FIGURE 10–6

22. Situational Theories Of Leadership
Hersey–Blanchard Situational Leadership Model
A model aimed at providing a practical way for a leader to decide how to adapt his or her style to the task.
Based on three situational variables
Support Required
Guidance Required
Follower Readiness
Model focuses on four leadership styles:
The delegating style lets the members of the group decide what to do.
The participating style asks the members of the group what to do, but makes the final decisions.
The selling style makes the decision but explains the reasons.
The telling style makes the decision and tells the group what to do.
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23. Summary of the Situational Leadership Model
Source: Jerald Greenberg, Managing Behaviour in Organizations: Science in Service (Upper Saddle River, NJ: Prentice-Hall, 1996). Reprinted by permission.
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FIGURE 10–7

24. Applying the Situational Leadership Model
Source: Adapted from Paul Hersey, Situational Selling (Escondido, CA: Center for Leadership Studies, 1985), p. 19. Reprinted with permission.
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FIGURE 10–8