2. What are leadership and management? What are situational contingency approaches to leadership? What is implicit leadership? What are inspirational leadership perspectives? Copyright © 2010 John Wiley & Sons, Inc. 13-2

3. Role of management is to promote stability or to enable the organization to run smoothly. Role of leadership is to promote adaptive or useful changes. Copyright © 2010 John Wiley & Sons, Inc. 13-3

4. Leadership  Process of influencing others to understand and agree on what needs to be done and how to do it; and  Process of facilitating individual and collective efforts to accomplish shared objectives. Copyright © 2010 John Wiley & Sons, Inc. 13-4

5. “Great leaders are almost always great simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand.” - Colin Powell Copyright © 2010 John Wiley & Sons, Inc. 13-5

6. Formal leadership Exerted by persons appointed (or elected) to positions of formal authority in organizations. Informal leadership Exerted by persons who become influential because they have special skills that meet the resource needs of others. Copyright © 2010 John Wiley & Sons, Inc. 13-6

7. Approaches to leadership 1. Trait and behavioral theory perspectives. 2. Attributional and symbolic perspectives. 3. Transformational and charismatic perspectives. Copyright © 2010 John Wiley & Sons, Inc. 13-7

8. Trait theories of leadership  Assume that personality traits play a central role in differentiating between leaders and non-leaders, or in predicting leader or organizational outcomes. Copyright © 2010 John Wiley & Sons, Inc. 13-8

9. Copyright © 2010 John Wiley & Sons, Inc. 13-9

10. Behavioral theories  Assumes that leadership is central to performance and other outcomes.  Focuses on leader behaviors rather than traits. Copyright © 2010 John Wiley & Sons, Inc. 13-10

11. Michigan leadership studies  Employee-centered supervisors:  Place strong emphasis on subordinate’s welfare.  Production-centered supervisors:  Place strong emphasis on getting the work done. Copyright © 2010 John Wiley & Sons, Inc. 13-11

12. Ohio State leadership studies  Consideration o Sensitive to people’s feelings and making things pleasant for the followers.  Initiating structure o Concerned with spelling out the task requirements and clarifying other aspects of the work agenda. Copyright © 2010 John Wiley & Sons, Inc. 13-12

13. Situational Contingency Leadership  The effects of leader traits and behaviors are enhanced by their relevance to situational contingencies. Copyright © 2010 John Wiley & Sons, Inc. 13-13

14. Fiedler’s contingency model  Situational control  The extent to which a leader can determine what his or her group is going to do, as well as the outcomes of the group’s actions and decisions. Copyright © 2010 John Wiley & Sons, Inc. 13-14

15. Copyright © 2010 John Wiley & Sons, Inc. 13-15

16. Copyright © 2010 John Wiley & Sons, Inc. Fiedler’s Situation Control Variables Leader /Member Relations (good/poor): Members support for leader. Task Structure (high/low): Spells out leader’s task goals and procedures. Position Power (strong/weak): Leader’s task expertise, and reward/punishment authority 13-16

17. Fiedler’s model requires a match on several parameters before leader’s effectiveness can be predicted.  Good relations between the leader and the members, AND  A highly structured the job, AND  Strong position power Copyright © 2010 John Wiley & Sons, Inc. 13-17

18. House’s path-goal theory of leadership  Assumes that a leader’s key function is to adjust his or her behaviors to complement situational contingencies. Copyright © 2010 John Wiley & Sons, Inc. 13-18

19. Copyright © 2010 John Wiley & Sons, Inc. 13-19

20. Directive leadership  Informing subordinates what should be done and how to do it. Supportive leadership  Showing care and concern for the subordinates’ well being. Copyright © 2010 John Wiley & Sons, Inc. 13-20

21. Achievement oriented leadership  Emphasizing challenging goals, stressing excellence in performance and showing confidence in people’s ability to achieve goals Copyright © 2010 John Wiley & Sons, Inc. Participative leadership  Seeking, and seriously considering subordinates’ input in before making decisions. 13-21

22. Hersey and Blanchard Situational Leadership Theory  Diagnose demands of the situation  Assess Readiness  The extent to which the follower has the ability and willingness to complete a task.  Implement appropriate leadership response. Copyright © 2010 John Wiley & Sons, Inc. 13-22

23. Copyright © 2010 John Wiley & Sons, Inc. 13-23

24. Graen’s Leader-Member Exchange (LMX) theory  Emphasizes the quality of the working relationship between leaders and followers.  Levels of mutual respect, trust, and loyalty determine position in the leader’s “in group” or “out group”. Copyright © 2010 John Wiley & Sons, Inc. 13-24

25. In your current or former job, did your manager behave the same way with each of the people he/she managed?  A=Yes, B=No If no, what was different about the relationships between the manager and each employee? 13-25 Copyright © 2010 John Wiley & Sons, Inc.

26. Substitutes for leadership  Makes a leader’s influence either unnecessary or redundant in that they replace a leader’s influence. Romance of leadership  A symbolic view - attributing romantic, almost magical, qualities to leadership. Copyright © 2010 John Wiley & Sons, Inc. 13-26

27. Leadership by Attribution  Inference-based  Leadership effectiveness is inferred.  It exists in the perceptions (attributions) of others, particularly followers. Copyright © 2010 John Wiley & Sons, Inc. 13-27

28. Recognition-based prototype  A leader’s effectiveness may be based on the evaluator’s conception of what constitutes a good or effective leader. Copyright © 2010 John Wiley & Sons, Inc. 13-28

29. Charismatic leaders  Leaders who, by force of their personal abilities, are capable of having a profound and extraordinary effect on followers. Copyright © 2010 John Wiley & Sons, Inc. 13-29

30.  Are decisions self serving?  Who wins and loses?  Have stakeholders been considered?  What is long-term impact?  Is there enough information?  Will this decision set a standard for all situations?  Will decision stand up to CEO scrutiny?  Is the decision legal?  Would you want your family or friends to know?  Could you explain your decision in a courtroom? Copyright © 2010 John Wiley & Sons, Inc. 13-30

31. Transactional leadership  Involves leader-follower exchanges necessary for achieving routine performance that is agreed upon by leaders and followers. Uses contingent rewards to motivate followers. Identifies what must be done to accomplish the desired results. Uses corrective action only when goals not met. Laissez faire style – avoids making decisions. Copyright © 2010 John Wiley & Sons, Inc. 13-31

32. Transformational leadership  Leaders broaden and elevate followers’ interests, generate awareness and acceptance of the group’s mission, and stir followers to look beyond self-interests. Copyright © 2010 John Wiley & Sons, Inc. 13-32

33. Dimensions of transformational leadership  Charisma  Inspiration  Intellectual stimulation  Individualized consideration Copyright © 2010 John Wiley & Sons, Inc. 13-33

34. Charismatic/transformational leadership is not uniformly better  Dark-side charismatics can have negative effects on followers.  Effectiveness can be maximized when used in conjunction with traditional leadership. Copyright © 2010 John Wiley & Sons, Inc. 13-34