CHAPTER 11: LEADERSHIP THEORIES What is leadership and how does it differ from management?

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 Leadership: process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared efforts Formal leadership: exerted by persons appointed to 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 APPROACHES TO LEADERSHIP Trait and behavioral theory perspectives Attribution and symbolic perspectives Transformational and charismatic perspectives Trait perspectives: Assume that traits play a central role in differentiating between leaders and non-leaders or in predicting leader or organizational outcomes. Behavioral theories Assumes that leadership is central to performance and other outcomes Focuses on leader behaviors rather than traits Michigan leadership studies Employee-centered supervisors: Place strong emphasis on subordinates welfare Production-centered supervisors: Place strong emphasis on getting the work done Ohio State leadership studies Consideration: Sensitive to peoples feelings and making things pleasant for the followers Initiating structure: Concerned with spelling out the task requirements and clarifying other aspects of the work agenda Leadership Grid Developed by Blake and Mouton Built on dual emphasis of consideration and initiating structure A 9 x 9 Grid (matrix) reflecting levels of concern for people and concern for task

Leader-Member Exchange (LMX) theory Focuses on the quality of the working relationship between leaders and followers LMX dimensions determine followers membership in leaders in group or out group

WHAT ARE SITUATIONAL CONTINGENCY APPROACHES TO LEADERSHIP? Leader traits and behaviors can act in conjunction with situational contingencies The effects of leader traits are enhanced by their relevance to situational contingencies

Fiedlers 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 groups actions and decisions. Least preferred co-worker (LPC) scale measure of a persons leadership style based on a description of the person with whom respondents have been able to work least well Fiedlers cognitive resource theory A leaders use of directive or nondirective behavior depends on: The leaders or subordinate group members ability or competency Stress Experience Group support of the leader Fiedlers situational control variables Leader-member relations (good/poor): membership support for the leader Task structure (high/low): spelling out the leaders task goals, procedures, and guidelines in the group Position power (strong/weak): the leaders task expertise and reward or punishment authority Houses path-goal theory of leadership: Assumes that a leaders key function is to adjust his or her behaviors to complement situational contingencies. Directive leadership: spells out the what and how of subordinates tasks. Supportive leadership: focuses on subordinate needs, well-being, and promotion of a friendly work climate. Achievement oriented leadership: emphasizes setting challenging goals, stressing excellence in performance and

showing confidence in peoples ability to achieve high standards of performance. Participative leadership: focuses on consulting with subordinates and seeking and taking their suggestions into account before making decisions. Leader-member exchange (LMX) theory: Emphasizes the quality of the working relationship between leaders and followers. Substitutes for leadership: make a leaders influence either unnecessary or redundant in that they replace a leaders influence Romance of leadership: is where people attribute romantic, almost magical, qualities to leadership

DIMENSIONS OF TRANSFORMATIONAL LEADERSHIP Charisma Inspiration Intellectual stimulation Individualized consideration CAN PEOPLE BE TRAINED IN THE NEW LEADERSHIP? People can be trained to adopt new leadership approaches. Leaders can devise improvement programs to address their weaknesses and work with trainers to develop their leadership skills. Leaders can be trained in charismatic skills. IS NEW LEADERSHIP ALWAYS GOOD? Not always good Dark-side charismatic can have negative effects on followers Not always needed

WHAT IS IMPLICIT LEADERSHIP? Inference-based: Emphasizes leadership effectiveness as inferred by perceived group/organizational performance outcomes Recognition-based: is leadership effectiveness based on how well a person fits characteristics of a good or effective leader WHAT ARE CHARISMATIC/TRANSFORMATIONAL PERSPECTIVES? Charismatic leaders: Leaders who by force of their personal abilities, are capable of having a profound and extraordinary effect on followers CONGER AND KANUNGOS THREESTAGE CHARISMATIC LEADERSHIP MODEL Stage 1: the leader critically evaluates the status quo Stage 2: the leader formulates and articulates future goals and a idealized future vision. Stage 3: the leader shows how the goals and vision can be achieved. Transactional leadership: Involves leader-follower exchanges necessary for achieving routine performance that is agreed upon by leaders and followers Leader-follower exchanges involve: Use of contingent rewards. Active management by exception. Passive management by exception. Abdicating responsibilities and avoiding decisions. Transformational leadership: Leaders broaden and elevate followers interests, generate awareness and acceptance of the groups mission, and stir followers to look beyond self-interests