2. Leadership

3. Process - use of non-coercive influence to direct and energize others to behaviorally commit to the leader’s goals Characteristic behaviors - the creation of vision and goals and the motivating of others to obtain voluntary commitment Leadership is both a process and a set of characteristic behaviors

4. Fiedler Contingency Theory of Leadership Effectiveness Premise: There must be a match between the leader’s style and the demands of the situation for the leader to be effective. Assumption: Leadership style does not change. If a mismatch occurs between style and the situation, change the situation.

5. Leadership is defined by the primary source of motivation for the leader as determined by responses to a survey called the Least Preferred Co-worker Scale (LPC): –relationship-motivated leader (high LPC) –task-motivated leader (low LPC) –independence motivated leader (middle LPC)

6. Take a Look at Your Leadership Style Fiedler’s Least Preferred Co-worker Scale Are you a high or low LPC? Do you agree with the survey results?

7. Situation defined in terms of three variables 1 Leader-Member Relations 2 Subordinate Task Structure 3 Position Power

8. 1 Leader-Member Relations Acceptance of leader by subordinates Acceptance of leader by peers Support from superiors

9. 2 Subordinate Task Structure Is the goal of the task clearly stated or known? Is there only one way to accomplish the task? Is there only one correct answer or solution? Is it easy to check whether the job was done right? (Note: Leader experience increases task structure.)

10. 3 Position Power The extent to which the leader possesses: – reward – punishment and/or – legitimate power.

11. Outcomes Leader Effectiveness - performance of the group in relation to other similar groups. If there is a match between the leader’s style and the situational determinants, the leader will be effective

12. Good \/ Poor StructuredUnstructuredStructuredUnstructured HighLowHighLowHighLowHighLow 1 2 3 4 5 6 7 8 Very Moderately Very favorable favorableunfavorable Task-oriented Person-orientatedTask-oriented Low LPC High LPCLow LPC (quad. 1-3)(quad. 4-6) (quad. 7-8) Leader-Member Relations Task Structure Position Power Quadrant Situational favorableness Matching Leader Style

13. Path-Goal Theory Premise: The leader’s responsibility is to clarify the path that subordinates need to take to obtain work-related goals. Assumption: Leaders can change styles and are astute in assessing situational contingencies.

14. Leadership is defined in terms of four styles –Directive - gives directions –Supportive - shows concern –Achievement - emphasizes excellence –Participative - involves subordinates

15. Situation Subordinate Attributes: –Authoritarianism –Internal-external orientation –Ability Work-Setting Attributes –Task –Formal authority system –Primary work group

16. Outcomes Job Satisfaction –Job leads to valued rewards Acceptance of Leader –Leader leads to valued rewards Motivational behavior –Expectancy that effort leads to performance –Instrumentality that such a performance is the path to valued rewards NOTE: Desired outcomes can be obtained if the leader correctly matches style with the situation

17. Vroom, Yetton, Jago’s Model of Leadership Decision Making Premise: Effective leaders know when to involve subordinates in decision making. Assumptions: Leaders can change their decision styles; participation in decision making leads to commitment to that decision; and participation in structured decisions is wasteful.

18. Leadership is defined in terms of degree of subordinate participation in decision making autocratic consultative group

19. Situation is defined in terms of: Problem or decision attributes –Technical quality –Structure of the problem/decision Leader’s level of information about the problem Subordinate commitment, information and goal orientation

20. Outcomes High quality decisions that elicit subordinate commitment.

21. Effective Leaders Use Political Skills Ethically Political Skills Survey (Perrewe, et. al, 2004 – Academy of Management Journal) (1 = strongly disagree; 7 = strongly agree) I find it easy to envision myself in the position of others I am able to make most people feel comfortable and at ease around me It is easy for me to develop good rapport with most people I understand people well I am good at getting others to respond positively to me I usually try to find common ground with others.

22. Comparative Sample 230 Employees (50% managers) Add up responses – divide by 6 Average Score – 3.76 S.D. -.62 Alpha =. 71

23. Transformational Leadership Premise: Implementing organizational change is the major challenge that present and future leaders face in the rapidly changing global business environment

24. Transformational leadership occurs when the leader: broadens and elevates the interests of their employees generates awareness and acceptance of the purposes and mission of the group stirs employees to look beyond their own self-interest for the good of the group

25. Characteristics of the Transformational Leader  creates and articulates a vision  sets high expectations  serves as a role model  energizes others  demonstrates personal excitement  demonstrates charisma

26. ee xpresses confidence uu ses success to celebrate progress toward vision ff acilitates change ee xpresses personal support dd emonstrates empathy by listening, understanding, etc. ee xpresses confidence in people

27. A Survey of Corporate Leadership – Team Discussion Examine the characteristics of the transformational leader as well as the lists generated by executives from the handout (A Survey of Corporate Leadership) As a team, select one leader (someone’s boss, a public corporate leader, a friend, yourself, etc.) Analyze the leader –I–Is he/she transformational? Does she/he follow the 10 commandments?

28. The Alternative to Effective Leadership