1. 2 Traits, Behaviors, and Relationships

2. Chapter Objectives Identify personal traits and characteristics that are associated with effective leaders. Recognize autocratic versus democratic leadership behavior and the impact of each. Know the distinction between people-oriented and task-oriented leadership behavior and when each should be used. Understand how the theory of individualized leadership has broadened the understanding of relationships between leaders and followers. Recognize how to build partnerships for greater effectiveness.

3. The Trait Approach Traits : the distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance Great Man Approach : a leadership perspective that sought to identify the inherited traits leaders possessed that distinguished them from people who were not leaders

4. The Traits Approach Great Man Approach – this assumed that such leaders were born with these traits Generally, research only found weak relationship between traits and leadership In recent years, resurgence with this approach – especially the concept of emotional intelligence

5. Ex. 2.1 Personal Characteristics of Leaders Personal Characteristics Energy Physical stamina Intelligence and Ability Intelligence, cognitive ability Knowledge Judgment, decisiveness Personality Self-confidence Honesty and integrity Enthusiasm Desire to lead Independence Social Characteristics Sociability, interpersonal skills Cooperativeness Ability to enlist cooperation Tact, diplomacy Work-Related Characteristics Drive, desire to excel Responsibility in pursuit of goals Persistence against obstacles, tenacity Social background Education Mobility

6. Traits Three characteristics highlighted:  Self-confidence  Honesty/Integrity  Drive

7. Behavior Approaches Autocratic : a leader who tends to centralize authority and derive power from position, control of rewards, and coercion Democratic : a leader who delegates authority to others, encourages participation, relies on subordinates’ knowledge for completion of tasks, and depends on subordinate respect for influence

8. Autocratic vs Democratic First studies in University of Iowa by Kurt Lewin Performance from group led by autocratic leader good, but only when leader present; also, buildup of resentment Performance for democratic almost as good, but sustained Could view this as “either or,” or as on a continuum.  Time pressure and greater skill difference called for autocratic leadeship

9. Ex. 2.2 Leadership Continuum Boss-Centered Leadership Subordinate-Centered Leadership Use of authority by manager Area of freedom for subordinates Manager makes decisions and announces it Manager “sells” decision Manager presents ideas and invites questions Manager presents tentative decision subject to change Manager presents problems, gets sugg. makes changes Manager permits subordinates to function within limits defined by superior Manager defines limits, asks group do make decision

10. Ohio State Studies Consideration : the extent to which a leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust Initiating Structure : the extent to which a leader is task oriented and directs subordinates’ work activities toward goal achievement

11. University of Michigan Studies Employee-centered : a leadership behavior that displays a focus on the human needs of subordinates Job-centered : leadership behavior in which leaders direct activities toward efficiency, cost cutting, and scheduling, with an emphasis on goals and work facilitation

12. University of Michigan studies This study (unlike the Ohio State University studies), considered leadership style as “either or” Ohio State allowed for a continuum, or situational approach

13. The Leadership Grid ® Figure (University of Texas) 1,9 Country Club Management 9,9 Team Management 5,5 Middle-of-the-Road Management Impoverished Management 1,1 Authority-Compliance Management 9,1 Low Concern for Results High Concern for People

14. Ex. 2.4 Themes of Leader Behavior Research Concern for Production Concern for PeopleUniversity of Texas Job-CenteredEmployee-CenteredUniversity of Michigan Initiating StructureConsiderationOhio State University Task-OrientedPeople-Oriented

15. Ex. 2.5 Stages of Development of Individualized Leadership 1. Vertical Dyad Linkage Leaders’ behaviors and traits have different impacts across followers, creating in-groups and out-groups 1. Leader-Member Exchange Leadership is individualized for each subordinate. Each dyad involves a unique exchange independent of other dyads. 1. Partnership Building Leaders can reach out to create a positive exchange with every subordinate. Doing so increases performance. 1. Systems and Networks Leader dyads can be created in all directions across levels and boundaries to build networks that enhance performance.

16. Stages of Development of Individualized Leadership This research looks at individual relationship between each follower and the leader – a series of dyads The research is in steps, each a progressive step The first step indicates that the relationship between each follower and the leader depends on whether the follower is in the “in” or “out” group The second indicates how the relationship develops over time, and its impact on outcome of leadership The third stage focuses on whether leaders can develop these individual positive relationships with more people The fourth stage suggests that leader dyads can be developed across departmental boundaries, to larger systems

17. Ex. 2.6 Leader Behavior Toward In-Group versus Out-Group Members In-group Discusses objectives; gives employee freedom to use his or her own approach in solving problems and reaching goals Listens to employee’s suggestions and ideas about how work is done Treats mistakes as learning opportunities Out-Group Gives employee specific directives for how to accomplish tasks and attain goals Shows little interest in employee’s comments and suggestions Criticizes or punishes mistakes

18. Ex. 2.6 (contd.) In-Group Gives employee interesting assignments; may allow employee to choose assignment Sometimes defers to subordinate’s opinion Praises accomplishments Out-Group Assigns primarily routine jobs and monitors employee closely Usually imposes own views Focuses on areas of poor performance