IO Psychology - Leadership

Leadership
Prepared by: Camille Faye Elcano, RPm

Learning Objectives
Understand
Learn what the Know what
types of importance of skills are Learn how
people leaders essential for leaders use
power and
become good adapting their effective
behavior to leadership. influence.
leaders.
each situation.
If the leader was the
major cause of the
changes, in
performance, why
Leadership was one leader
successful and the
other a failure?
How much of the
organization’s
performance can be
Leadership attributed to the
leader?
Topics Covered
Personal
Interaction
Characteristics OUTPUT:
Between the Specific
Associated
with
Leader and Leaders Skills QUIZ 5
the Situation
Leadership
Personal
Characteristics
Associated with
Leadership
A part of trait theory
that postulates that
certain types of
Leader
people will become
Emergence leaders and certain
types will not.
Affective Identity
Motivation
3 Aspects of
Motivation to Noncalculative
Lead Motivation
(Chan and Drasgow,2001)
Social Normative
Motivation
The motivation to
Affective lead as a result of a
Identity desire to be in
Motivation charge and lead
others
3 Aspects of Motivation to Lead (Chan and Drasgow,2001)

Those who seek
leadership positions
Noncalculative because they will
result in personal
Motivation
gain.
The desire to lead
out of a sense of
Social- duty or
normative responsibility.
Motivation
A part of trait theory
that postulates that
certain types of
Leader people will be better
Performance leaders than will
other types of
people.
Leader Performance
• Traits
Leader • Needs
Performance • Orientation
Leader Performance
Extraversion, Openness,
Agreeableness, and
Conscientiousness were
positively related to
Traits leader performance and
that Neuroticism was
negatively related to
leader performance.
Leader Performance
Leadership Effectiveness
is highly correlated with
the following:
Traits -Management
-Decision-making
-Oral Communication
Leader Performance
-Self-Monitoring,
-Cognitive Ability,
-Being open to
Traits experience and having
more directive
leadership style.
Leader Emergence
Need for Power
Need for Achievement
Needs Need for Affiliation
Leader Performance
According to trait
theory, the extent to
which a person
Need for Power desires to be in
control of other
people.
Leader Performance
According to trait
theory, the
Need for extent to which a
Achievement person desires
to be successful.
Leader Performance
The extent to which
Need for a person desires
to be around other
Affiliation people.
Leader Performance
High Performing High need for power
Managers possess and a
Low need for
Leadership
affiliation.
Motive Pattern
Leader Performance
High Performing
Managers possess Why?!?
Leadership
Motive Pattern
Leader Performance
An effective
High Performing leader should be
Managers possess concerned more
Leadership with results than
Motive Pattern with being liked.
Leader Performance
Leaders who
High Performing need to be liked by
Managers possess their subordinates
will have a tough
Leadership
time making
Motive Pattern decisions.
Leader Performance
High Performing Now, what do you
Managers possess think is the
downfall of internal
Leadership
promotion?
Motive Pattern
Leader Performance
Men and women
appear
not to differ in
Gender leadership
effectiveness
(Eagly, Karau, & Makhijani, 1995).
Leader Performance
However, women
were more likely
than men to
engage in behaviors
Gender associated with high-
quality leadership
(Eagly, Johannesen-
Schmidt, & van Engen, 2003).
Leader Performance
• Ohio State Studies
3 Major Schools • Theory X
of Thought • Managerial Grid
Leader Performance
A measure
of leadership that
classifies a leader
Managerial Grid into one of five
leadership
styles.
Task Versus Person Orientation

Believe that employees
are intrinsically
motivated, seek
Person-Oriented responsibility, are self-
Leaders controlled, and do not
necessarily
dislike work.

Consult their
subordinates before
making decisions, praise
their work, ask about
their families, do not look
Person-Oriented over their shoulder, and
Leaders use a more “hands-off”
approach to
leadership.

Person-Oriented Act in a warm
Leaders, and supportive
Theory Y Leaders manner and show
and High in concern for their
consideration subordinates.

Task-Centered
Leaders, Define and structure
Theory X their own roles and
Leaders, and those of their
subordinates to attain
High in initiating
the group’s formal
structure goals.

Task-Centered They see their
Leaders, employees as lazy,
Theory X extrinsically
Leaders, and motivated, wanting
High in initiating security, undisciplined,
and shirking
structure responsibility.
Task-Centered Tend to manage or
Leaders, lead by giving
Theory X directives, setting
Leaders, and goals, and making
High in initiating decisions without
consulting
structure their subordinates.
Person-oriented:
When under Socially Withdrawn
pressure, they
become... Task-oriented:
Anxious, Defensive,
Dominant
Managerial Grid
IMPOVERISHED LEADERS
A style of leadership in
which the leader is
WORST concerned with
LEADERS... neither productivity nor
the well-being of
employees.

A leadership style
Middle-of-the- reflecting a balanced
road orientation between
Leadership people and tasks.

TEAM LEADERS
A leadership
style in which the
BEST leader is concerned
LEADERS... with both
productivity and
employee well-being.
Consequences of Leader Orientation
Lack of Training
Cognitive Deficiencies
Unsuccessful
Personality
Leaders
Rasch, Shen, Davies, and Bono
(2008) collected
critical incidents of ineffective
leader behavior and found that such
behavior fell under
10 basic dimensions:
1.) Engaging in illegal
and unethical behavior
10 Dimensions
of Behavior of 2.) Avoiding conflict
Ineffective and people problems
Leader 3.) Demonstrating poor
emotional control
(e.g., yelling and screaming)
4.) Overcontrolling
(e.g., micromanaging)
10 Dimensions
of Behavior of 5.) Demonstrating poor
Ineffective task performance
Leader 6.) Poor planning,
organization, and
communication
7.) Starting or passing on
rumors or sharing
10 Dimensions confidential information
of Behavior of 8.) Failing to nurture and

manage talent
Ineffective
Leader 9.) Failing to accommodate
the personal needs of
subordinates
10 Dimensions
of Behavior of 10.) Procrastinating
and not meeting
Ineffective time commitments
Leader
PART 2
Leadership
Through Decision
Making
Leadership Through Decision Making
A theory of
leadership that
Vroom–Yetton concentrates
Model on helping a leader
choose how to make
a decision
The leader makes the

decision alone, using the
information available and
Autocratic 1 knowledge they possess
without consulting with
subordinates.
The leader makes the

decision independently
without seeking any
Autocratic 1 input from others and
communicates the
decision to subordinates.
The leader collects

information from
subordinates individually
Autocratic 2 but makes the final
decision alone without
involving them in the
decision-making process.
The leader may seek

input from subordinates,
Autocratic 2 but the decision-making
authority remains solely
with the leader
The leader consults

with individual
subordinates or a
Consultative 1 small group of
selected subordinates
before making the
final decision.
The leader seeks input
from subordinates,
listens to their
suggestions, and takes
Consultative 1 their opinions into
account while making
the decision. However,
the leader ultimately
makes the final decision.
The leader consults with

a larger group or the
entire team, involving
Consultative 2 them in a more
participative decision-
making process.
The leader seeks input
from subordinates,
encourages open
discussion, and considers
Consultative 2 their perspectives when
making the decision. The
leader may still retain the
authority to make the
final decision.
Leadership
Through Power
Leadership Through Power: French and Raven
The power that

individuals have
Legitimate
because of their
Power elected or
appointed position.
Leadership power that

Reward exists to the extent
that the leader has the
Power
ability and authority to
provide rewards.

Coercive comes from the
Power leader’s capacity to
punish others.
Power that
Expert individuals have
Power because they have
knowledge.

exists when followers
Referent
can identify with a
Power leader and the leader’s
goals.
Interaction between
the Leader and the
Situation
Situational Favorability
A theory of leadership
that states that
leadership
Fiedler’s effectiveness is
Contingency dependent on the
Model interaction between
the leader and the
situation.
Task
The favorableness Structuredness
of a situation is Leader Position
determined by Power
three variables Leader-Member
Relations
The variable in
Fiedler’s contingency
model that refers to
Task the extent
Structuredness to which tasks have
clear goals and
problems can be
solved.
The more
Task structured the task,
Structuredness the more favorable
the situation.
The variable in Fiedler’s

contingency model that
refers to the extent to
Leader Position which a leader, by the
Power nature of his or her
position, has the power
to reward and punish
subordinates.
The greater the

position or
Leader Position legitimate power of
Power the leader, the
more favorable the
situation.
The variable in
Fiedler’s
contingency
Leader-Member
model that refers to
Relations
the extent to which
subordinates like
a leader.
The more the

subordinates like
Leader-Member
their leader, the
Relations
more favorable the
situation will be.
A theory of
leadership that states
Organizational that there are six styles
of leadership and that
Climate: each style will be
IMPACT Theory effective only in one of
six organizational
climates.
IMPACT Theory
A style of leadership
Informational in which the leader
leads through
Style in a
knowledge and
Climate of information; most
Ignorance effective in a climate
of ignorance.
IMPACT Theory
A style of leadership
in which the leader
Magnetic Style in has influence because
a Climate of of his or her
Despair charismatic
(Despair = Low Morale) personality; most
effective in a climate
of despair.
IMPACT Theory
A leadership style in
which the leaders
Position Style in a influence others by
virtue of their
Climate of appointed or elected
Instability authority;
most effective in a
climate of instability.
IMPACT Theory
which the individual
Affiliation Style in leads by caring
a Climate of about others and
Anxiety that is most effective
in a climate of
anxiety.
IMPACT Theory
A leadership
style in which the
Coercive Style individual leads by
in a Climate of controlling reward
Crisis and punishment;
most effective in a
climate of crisis.
IMPACT Theory
which a person leads
Tactical Style in a through
Climate of organization and
Disorganization strategy; most
effective in a climate
of disorganization.
IMPACT Theory
1.) People can

Becoming an become effective
Effective Leader leaders by a climate
According to that is consistent
IMPACT Theory with their behavioral
style.
IMPACT Theory
Becoming an
2.) Leaders change
Effective Leader
their style to meet a
According to particular climate.
IMPACT Theory
IMPACT Theory
3.) Change
Becoming an followers’ perception
Effective Leader of the climate so
According to that the perception
IMPACT Theory matches the leader’s
behavioral
style.
IMPACT Theory
4.) Changing
Becoming an the climate itself
Effective Leader rather than simply
According to changing followers’
IMPACT Theory perceptions of the
climate
Path-Goal Theory
A theory
of leadership stating
that leaders
Path-Goal will be effective if
Theory their behavior helps
subordinates achieve
relevant goals.
Path-Goal Theory
A leader can adopt one

of four behavioral
leadership styles to
Path-Goal handle each situation:
Theory • instrumental,
• supportive,
• participative,
• achievement-oriented.
Path-Goal Theory
In the path–goal
theory, a leadership
style in which the
Instrumental leader plans
Style and organizes the
activities of
employees.
Path-Goal Theory
In the path–goal
Supportive theory, a leadership
Style style in which leaders
show concern for
their employees.
Path-Goal Theory
In the path–goal
theory, a leadership
style in which the
Participative
leader allows
Style employees to
participate in
decisions.
Path-Goal Theory
In the path–goal
Achievement- theory, a leadership
style in which the
Oriented leader sets challenging
Style goals and rewards
achievement.
Situational Leadership Theory
A theory of leadership
stating that effective
Situational leaders must adapt
Leadership their style of
Theory leadership to fit both
the situation
and the followers.
Leadership
Through Vision
Leadership Through Vision
Leadership style in which

the leader focuses on
task-oriented behaviors.
-Contingent Reward
Transactional -Management by
Exception-Active
-Managament by
Exception-Passive
Leadership Through Vision: Transactional
Leaders who reward

Contingent
followers for engaging
Reward in desired activity
Leaders who actively

Management by
monitor performance
Exception-Active and take corrective
action when needed
Leaders who do not

actively monitor
Management by follower behavior and
Exception-Passive who take corrective
action only when
problems are serious.
Leadership Through Vision
Visionary leadership
in which the leader
changes the nature and
Transformational goals of an organization.
-Charisma
-Intellectual Stimulation
-Individual Consideration
Leadership Through Vision: Transformational
Leaders with high moral
and ethical standards
who have a strong
vision of where they
Charisma want their followers to
go and who use
enthusiasm to motivate
their followers
Refers to leaders who

encourage change and
Intellectual open thinking,
Stimulation challenge the status
quo, and appreciate
diversity.
Leaders who
encourage individual
Individual
growth and take the
Consideration time to mentor and
coach their followers.

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IO Psychology - Leadership

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Leadership

Prepared by: Camille Faye Elcano, RPm

3 Aspects of Motivation to Lead (Chan and Drasgow,2001)

Task Versus Person Orientation

Task Versus Person Orientation

Task Versus Person Orientation

Task Versus Person Orientation

Task Versus Person Orientation

Task Versus Person Orientation

Task Versus Person Orientation

of Behavior of 8.) Failing to nurture and

The leader makes the

The leader makes the

The leader collects

The leader may seek

The leader consults

The leader consults with

The power that

Leadership power that

Leadership power that

Leadership power that

The variable in Fiedler’s

The greater the

The more the

1.) People can

A leader can adopt one

Leadership style in which

Leaders who reward

Leaders who actively

Leaders who do not

Refers to leaders who

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