1、Chapter 11.Leadership Matters.Intellectually historically,psychologically,sociologically Politically societally,culturally,globally,communally,&perhaps idealistically Practically productively,economically,idealistically Personally interpersonally,ethically,selfishly Scientifically empirically,concep
2、tually.n“The process of influencing the activities of an organized group in its efforts toward goal setting and goal achievement”(Stogdill,1950,p.3)n nThree key components to this definition:n-an interpersonal process between one person and a groupn-cant have leaders without followersn-criterion for
3、 effective leadership=goal achievement.What is Leadership?:guidance of others in their pursuits,often by organizing,directing,coordinating,supporting,and motivating their efforts.ReciprocalTransactionalTransformationalCooperativeAdaptive.Leadership Myths?Leadership is power(with people rather than o
4、ver people)Leaders are born(but leaders are also“made”)All groups have leaders(large groups tend to require a leader)People resist their leaders(most groups accept the need for a leader).Leadership myths(cont.)Leaders make or break their groupsnThe“romance of leadership”exaggerates the impact of a l
5、eadernLeaders do make a difference(e.g.,sports teams).Who Will Lead?Perspectives on leadership emergence Trait Model:The great leader theorySituational ModelInteractional Model:depends on the leader,followers,and the group situation.The Great Man TheoryEarly explanations of leadership studied the“tr
6、aits”of great leaders“Great man”theories(Gandhi,Lincoln,Napoleon)Belief that people were born with these traits and only the great people possessed them.Personal qualities of leaders Personality traits,such as extraversion,conscientiousness,and openness.Intelligence and emotional intelligence(degree
7、 of social skill).Expertise,skill,and experience.Level of participation in discussion:the“babble effect.”The Great Man Theory.Demographic background of leaders Height,weight,&ageEthnicitySex:Bias against women(even thought women possess more skills needed to be a successful leader).qImplicit leaders
8、hip theories(ILTs):members general beliefs about the qualities of leadersqEaglys social role theory:ILTs are not consistent with intuitive expectations about men&women:“think leader,think male”Who Will Lead?(cont).Contingency ApproachesContingency approaches:approaches that seek to delineate the cha
9、racteristics of situations and followers and examine the leadership styles that can be used effectivelyFiedlers contingency model:a model designed to diagnose whether a leader is task-oriented or relationship-oriented and match leader style to the situation.Contingency Theory(Fiedler 1978)nLeadershi
10、p effectiveness is determined by the interaction between the leaders personal characteristics and the characteristics of the situationnLeaders are classified as person oriented or task oriented(which type will be more effective depends on the leaders degree of situational control)nControl depends on
11、 relationship between leader/followers,the degree of task structure,and the leaders authority(position power).MeasuringMotivationalStyle Least Preferred Coworker Scale,or LPC scale.“Think of the person whom you least like to work with”The LPC Scale.LPC Scalen He or she may be someone you work with n
12、ow or someone you knew in the past.This coworker does not have to be the person you like least but should be the person with whom you had the most difficulty in getting a job done.High LPC leaders most effective in“moderately”favorable situationsLow LPC leaders most effective in very favorable or ve
13、ry unfavorable situationsIn moderate situations,correlation between LPC&Effectiveness is POSITIVEIn highly favorable/unfavorable situations,correlation between LPC&Effectiveness is NEGATIVEFiedlers Contingency Theory LPC Scale .Contingency Theory(Fiedler 1978)nThe task oriented leader will be effect
14、ive in extremely favorable or extremely unfavorable situationsnThe person oriented leader will be more effective in moderately favorable situationsnCriticisms include most of research was in the lab.Path Goal Theory(House 1971)nPath goal theory focuses on the kinds of leader behaviors that allow sub
15、ordinates to achieve personal and organizational goalsnFour leadership styles can be adopted to facilitate employee attainment of goalsDirectiveSupportiveParticipativeAchievement oriented.Path-Goal Situations and Preferred Leader BehaviorsSituationLeader BehaviorImpact on FollowerOutcomeSupportive L
16、eadershipDirective LeadershipAchievement-Oriented LeadershipParticipative LeadershipFollowers lack self-confidenceAmbiguous jobLack of job challengeIncorrect rewardIncreases confidence to achieve work outcomesClarifies path to rewardSet and strive for high goalsClarifies followers needs to change re
17、wardsIncreased effort;improved satisfaction and performance.Path Goal Theory(House 1971)nThe most effective leadership style depends on the situation and the characteristics of the subordinatesnRequires leader flexibilitynDirective style works best with unskilled workersnSupportive leadership works
18、best with highly skilled workersnTheory is difficult to test and operationalize.Situational Theory-Hersey and Blanchard(1978)q Hersey and Blanchards extension of the Leadership Grid focusing on the characteristics of followers as the important element of the situation,and consequently,of determining
19、 effective leader behavior.q Hersey and Blanchard suggest that groups benefit from leadership that meshes with the developmental stage of the group.q Effectiveness depends on the leaders task and relationship behaviors.q The Leadership Grid:Blake&Mouton assume that people vary in their concern for o
20、thers and in their concern for results and that individuals who are high on both dimensions(9,9)are the best leaders.Hersey and Blanchards Situational Theory of LeadershipFollower CharacteristicsAppropriate Leader StyleLow readiness levelModerate readiness levelHigh readiness levelVery high readines
21、s levelTelling(high task-low relationship)Selling(high task-high relationship)Participating(low task-high rel.)Delegating(low task-low relationship).Leader Member Exchange Theory(LMX)(Graen&Schlieman 1978)nLeader member exchange theory(LMX)focuses on how the leader follower relationship affects the
22、leadership processnSubordinates are of two types:in group and out groupnIn group employees are viewed by the leader as competent,trustworthy,and highly motivatednOut group employees are viewed as incompetent,untrustworthy,and poorly motivated.Leader Member Exchange Theory(LMX)(Graen&Schlieman 1978)n
23、Two leadership styles:supervision(based on formal authority)and leadership(based on persuasion)nLeaders use supervision with out group employees,and leadership with in group membersnLeaders and in group members establish personal relationships leading to mutual support and understandingnHigh LMX rel
24、ationship groups tends to outperform low LMX relationship groups.Transactional vs.Transformational LeadersnTransactional leaders focus on the social interactions between leaders and followersnIt is based on followers perceptions of and expectations about the leaders abilitiesnThe behavior of transac
25、tional leaders depends on what their followers think of them.Transformational LeadersnTransformational leaders are not constrained by their followers perceptions but are free to act to transform(change)their followers viewsnThey challenge and inspire with a sense of purpose and excitementnThey creat
26、e a vision and communicate it while accepting feedback and suggestions.Elements of Transformational Leadership.Who is this?.Who is this?.Do not accept the status quoCreate a graphic and compelling vision of the futureAct as role modelsAre often referred to as“tough”Energise and inspire othersAre sai
27、d to be“charismatic”Are very instrumental in times of turbulence/crisesProvide sense of individual considerationProvide stimulation(intellectual and emotional)(James MacGregor Burns,1978).%1._%2._%3._%4._%5._.Leadership StylesnAuthoritarian leadership results when leaders make all the decisions and
28、tell followers what to do nAuthoritarian leadership works best when situations require rapid and efficient job performance Group performance suffers when leader is under stressnDemocratic leadership results when leaders and followers discuss problems and make decisions jointly.Personality Variable M
29、otivationalStructure or Leadership Style“In oversimplified terms,the leader manages the group in either of two ways.He can:Tell people what to do and how to do it.Or share his leadership responsibilities with his group members and involve them in the planning and execution of the task.”Fielder,Harva
30、rd Business Review,p.116.nOwning ones own personal experiences(values,thoughts,emotions and beliefs)and acting in accordance with ones true self”nLeader-follower relationships characterised by:transparency,openness&trustguidance towards worthy objectivesemphasis on follower development(William Gardi
31、ner et al,2005).n“As a concept,leadership should mean a set of values dedicated to promoting human development for the common good of people in a democratic environment,both at the national and international levels”(Adel Safty,2003)n“The modern leader is willing to take responsibility without waitin
32、g for a request or bureaucratic permission”(Ronald Heifertz,2003).Sex differences in leadership effectiveness:Women tend to adopt participative and transformational styles of leadership Men are more likely to enact autocratic,laissez-faire,and transactional styles.Leadership&Gender Differences.n“An
33、emotionally intelligent leader can monitor his or her moods through self-awareness,change them for the better through self-management,understand their impact through empathy,and act in ways that boost others moods through relationship management”(Goleman,Boyatzis&McKee,2001).n“In the twenty-first ce
34、ntury organization,we need to establish communities where everyone shares the experience of serving as a leader,not sequentially,but concurrently and collectively.These I call leaderful organizations.”(Joseph Raelin,2003,p.xi)n“The model makes the case for the end of leadership as we commonly know i
35、tthat is,rank-based managementand introduces a method for developing an organisation into a true society of peers.I call this model the peer-based organization”.(Jeffrey Nielsen,2004,p.x).nLevel 5:Executive builds enduring greatness through a paradoxical blend of personal humility and professional w
36、illnLevel 4:Effective Leader catalyses commitment to vigorous pursuit of a clear and compelling vision,stimulating higher performance standardsnLevel 3:Competent Manager organises people and resources toward the effective and efficient pursuit of predetermined objectivesnLevel 2:Contributing Team Member contributes individual capabilities to the achievement of group objectives and works effectively with others in a group settingnLevel 1:Highly Capable Individual makes productive contributions through talent,knowledge,skills and good work habits(Jim Collins,2001,Good to Great).
