Leaders: Born, Made or Responsive? Chapter 11 and 12

1
Leaders Born, Made or Responsive? Chapter 11
and 12

• Leaders attempt to use influence to accomplish
  some goal.

2
What is a leader?

• Can leaders relate to followers both as members
  of the group and as individuals?
• Why does leadership involve the use of power and
  the acceptance of the leader by the follower?
• How is managing different from leading?

3
Defining Leadership

• Definition implies the use of influence
• Importance of being a change agent able to
  affect followers behaviors and performance.
• Accomplishing goals individual, group, and
  organizational levels
• Leader effectiveness is measured by
  accomplishment of goals and to the satisfaction
  employees receive from the experience

4
A Conceptual Framework for Understanding
Leadership

• Managerial
• Behavior/Roles
• Interpersonal roles
• Informational roles
• Decisional rolesTask-oriented
• Person-oriented
• Transactional
• Transformational

• Leader Characteristics/Traits
• Need for achievement
• Need for power
• Cognitive ability
• Interpersonal skills
• Self-confidence
• Ethics

• Desired End Results
• Unit performance
• Profitability
• Goal attainment
• Job satisfaction
• Learning organization
• Quality
• Flexibility
• Efficiency
• Development

Situational Variables Personal and
Organizational Followers needs Task
Structure Position power Leader-Follower
Trust Group Readiness
5
Organizational Leaders

• Organizations tend to select leaders with similar
  backgrounds, experiences, and qualifications.
• Self-selection bias leaders tend to select
  individuals that are similar to themselves

6
Trait Theory
Leadership Traits represent the personal
characteristics that differentiate leaders from
followers.

• Historic findings reveal that leaders and
  followers vary by- intelligence- dominance-
  self-confidence- level of energy and activity-
  task-relevant knowledge
• Contemporary findings show that- people tend to
  perceive that someone is a leader when he or she
  exhibits traits associated with intelligence,
  masculinity, and dominance- people want their
  leaders to be credible- credible leaders are
  honest, forward-looking, inspiring, and
  competent

7
Trait Theory

• Abilities the exact importance of ability has
  not been identified but it does play an
  important role in getting the job done.
• Why would extreme intelligence differences
  between leaders and followers cause challenges?
• Effective leaders exhibit the ability to cause
  their followers to accomplish work setting
  objectives, planning work, assigning people to do
  work, etc.

8
Trait Theory

• Personality Traits
• What personality traits are associated with
  leaders?
• Being able to implement action or decisions is
  related to the leaders level in the organization
  (think about power discussed earlier)
• Who would be more decisive, CEOs or middle
  managers?
• Predictors of leadership also include
  achievement, motivation, ambition, initiative,
  and self-confidence

9
Trait Theory

• List of traits are endless
• Traits such as handwriting style, order of birth
  in family, physical characteristicshave all been
  studied
• Trait scores are not consistently predictive of
  leader effectiveness.
• Patterns of effective behavior depend largely on
  the situation.
• Dont discount traits after all, personal
  characteristics underlie the personal nature of
  leadership

10
Behavioral Styles Theory
Leaders must accomplish a task with the efforts
of followers

• Ohio State Studies identified two critical
  dimensions of leader behavior.1. Consideration
  creating mutual respect and trust with
  followers2. Initiating Structure organizing and
  defining what group members should be doing
• University of Michigan Studies identified two
  leadership styles that were similar to the Ohio
  State studies- one style was employee centered
  and the other was job centered
• Blake and Moutons Managerial Grid represents
  four leadership styles found by crossing concern
  for production and concern for people
• Research shows that there is not one best style
  of leadership. The effectiveness of a particular
  leadership style depends on the situation at hand.

11
Behavioral Models

• Ohio State Studies (Bass Stodgill)
• Initiating Structure
• Consideration
• The Managerial Grid (Blake Mouton)
• Where should leaders fall?
• Why would this model be criticized?

12
Situational Differences

• Suggest that leadership effectiveness depends on
  the fit between personality, task, power,
  attitudes, and perceptions.
• LMX
• Path-Goal Theory
• Fiedler Contingency Model
• Hersey and Blanchard
• What is effective in one situation may not be in
  another. A leader must be flexible and adapt to
  differences among subs and situations.

13
Representation of Fiedlers Contingency Model
Very favorable Very Unfavorable
14
Fiedlers Contingency ModelImportant Table
11-3 Page 285
15
Houses Path-Goal Theory
16
Hersey and Blanchards Situational Leadership
Theory
17
Leader-Member Exchange
18
Additional Perspectives on Leadership

• Graens Leader-member Exchange (LMX) Model
• Graen predicts that one of two distinct types of
  leader-member exchange relationships evolve, and
  these exchanges are related to important work
  outcomes.- in-group exchange a partnership
  characterized by mutual trust, respect and
  liking- out-group exchange a partnership
  characterized by a lack of mutual trust,
  respect and liking
• Research supports this model
• Substitutes for Leadership
• Substitutes for leadership represent situational
  variables that can substitute for, neutralize, or
  enhance the effects of leadership.
• Research shows that substitutes for leadership
  directly influence employee attitudes and
  performance.

19
Liden, Sparrowe Wayne (1997) Variables in LMX
research
Antecedents Member Characteristics Ability Age Ed
ucation Gender Performance Personality affectivit
y GNS introversion/extroversion locus of
control Race Upward influence assertiveness ingr
atiation Leader Characteristics Ability Affectivit
y Interactional variables Demographic
similarity Expectations Liking Personality
similarity Contextual variables Leader work
load Leader time based stress
Consequences Attitudes Perceptions Climate Job
problems Leader supply of resources Organizational
commitment Satisfaction co-workers pay promoti
on supervision overall Turnover
intentions Upward influence Behaviors Communicati
ons Innovation Organizational citizenship Performa
nce Turnover Work activities (task variety,
etc) Outcomes by organization Bonuses Career
progression Promotions Salary increases
LMX
Some moderating effects have been shown but not
included in Liden model.
20
Additional Perspectives on Leadership(continued)

• Servant Leadership
• Represents a philosophy of leadership in which
  leaders focus on increased service to others
  rather than to oneself.
• Superleadership
• A superleader is someone who leads others to lead
  themselves by developing employees
  self-management skills.
• Superleaders attempt to increase employees
  feelings of personal control and intrinsic
  motivation.

21
Transactional versus Charismatic Leadership

• Transactional Leadership focuses on the
  interpersonal interactions between managers and
  employees
• Transactional Leaders- use contingent rewards to
  motivate employees- exert corrective action only
  when employees fail to obtain performance goals

22
Transactional versus Charismatic Leadership
(continued)

• Charismatic Leadership emphasizes symbolic
  leader behavior that transforms employees to
  pursue organizational goals over self-interests
• Charismatic Leaders- use visionary and
  inspirational messages- rely on non-verbal
  communication- appeal to ideological values-
  attempt to intellectually stimulate employees-
  display confidence in self and followers- set
  high performance expectations

23
Charismatic Model of Leadership