Leadership

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Leadership

• Chapter 7

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Learning Objectives

• Explain what leadership is and how it affect
  behavior.
• Describe leadership trait theory.
• List and describe five behavioral leadership
  theories.
• List and describe four contingency leadership
  theories.
• Explain four situational supervisory styles.
• Identify three characteristics that substitute
  for leadership.

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Leadership vs. Management

• Leadership is a process of influencing individual
  and group activities toward goal setting and goal
  achievement.
• Management the process of working with and
  through people to achieve objectives by means of
  effective decision making and coordination of
  available resources

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Leadership vs. ManagementFunctions

• Management
• Planning
• Organizing
• Staffing
• Leading
• Controlling

• Leadership
• Valuing
• Visioning
• Coaching
• Empowering
• Team building
• Promoting quality
• Listening and Empathy

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Leadership Traits

• Leadership trait theory assumes that
• there are distinctive physical and psychological
  characteristics accounting for leadership
  effectiveness.

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LGhisellis Six Significant Leadership Traits

• Supervisory ability (Getting the job done through
  others).
• Need for occupational achievement (Seeking
  responsibility).
• Intelligence (Good judgment, reasoning, thinking
  capacity).
• Decisiveness (Solve problems and make decision).
• Self-assurance (Copes with problems,
  self-confidence).
• Initiative (Self-starting).

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Behavioral Leadership Theories

• Behavioral leadership theories assume that there
  are distinctive styles that effective leaders use
  consistently, or, that good leadership is rooted
  in behavior.
• Basic Leadership Styles
• Two-Dimensional Leadership Styles
• Managerial Grid
• Transformational Leadership

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Basic Leadership Style

• Autocratic (Theory X)
• Democratic (Theory Y)
• Laissez-faire (free-rein)

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X Y ltTheoriesgt

• Theory X employees dislike work and must be
  closely supervised to get them to do their work.
• Supervisors who accept Theory X assumptions will
  be more inclined to prefer a structured,
  autocratic leadership style.

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X Y ltTheoriesgt

• Theory Y employees like to work and need not be
  closely supervised to get them to do
• their work.
• Supervisors who accept Theory Y assumptions will
  be more inclined to prefer a supportive,
  participative leadership style.

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Factors AffectingLeadership Style

• The Theory X or Theory Y management philosophy is
  basically determined by a managers assumptions
  about the nature of people.
• The followers readiness level
• The situation faced by the supervisor, including
  the nature of the work and types of assignments,
  will have a major influence on his or her
  leadership style.

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The Followers Readiness Level

• Readiness level is the state of a persons drive
  and need for achievement it results from the
  followers experience, education, attitudes, and
  willingness and ability to accept responsibility.
• The readiness concept can be expressed in the
  formula
• Readiness Ability Willingness
• If followers are less ready, the leader should
  use a different style than with followers at a
  high readiness level.

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Two-Dimensional Leadership Style ltOhio State/U
of Michigan Modelgt
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The Leadership Grid
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The Leadership Grid

• The Leadership Grid, originally published as the
  Managerial Grid by Blake and Mouton, shows that
  leadership style has two concerns production and
  people.
• Authority compliance, or task management would be
  used by a 9,1 leader (high concern for
  production, low concern for people), who
  structures the work, delegates as little as
  possible, and is usually an autocrat.
• Country club management would be used by a 1,9
  leader (low concern for production, high concern
  for people), who is supportive and somewhat
  permissive, emphasizing the need to keep
  employees happy and satisfied.

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The Leadership Grid

• The 5,5 leader uses a middle of the road
  management style, placing some emphasis on
  production and some emphasis on people.
• The 1,1 leader reflects impoverished management,
  in which the supervisor has completely abdicated
  the leadership role.
• The 9,9 leader uses team management he or she
  believes in directing work through mutual
  understanding and has a high concern for both
  people and production.
• Blake and associates believe that the 9,9 style
  is the way to manage in leadership situations.

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Transformational Leadership

• Transformational leadership is a paradigm shift
  to a more visionary and empowering leadership
  style, particularly needed in a world of rapid
  and turbulent change
• Transactional leadership is a more traditional
  leadership approach and is similar to an exchange
  process.

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Transformational Leadership

• Transformational leadership focuses on the
  behaviors of successful top-level managers.
• Three acts
• Recognizing the need for revitalization.
• Creating a new vision.
• Instituting a change.
• Transformational leadership styles
• Charismatic Leadership
• Transactional Leadership

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Charismatic Leadership

• Inspire loyalty
• Enthusiasm
• High level of performance
• But, they dont take the organization through the
  three acts!!!

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Transactional Leadership

• Identifies desired performance standards.
• Recognize what types of rewards employees want
  from their work.
• Takes actions that make receiving these rewards
  contingent upon achieving performance standards.
• Operates within the existing culture and uses
  traditional management strategies.

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Transformational LeadershipCharacteristics or
Traits

• See themselves as change agents
• Take risks
• Believe in people and motivate them
• Value driven
• Life-long learners
• Ability to deal with complexity, ambiguity and
  uncertainty
• Visionaries

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Contingency Leadership Theories

• Contingency Leadership Theory
• Leadership Continuum
• Normative Leadership Theory
• Situational Leadership

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Contingency Leadership Theory

• Contingency leadership theory Fiedlers model to
  determine if leadership style is task or
  relationship orients, and if the situation
  matches the style.
• Leadership style
• Determined by filling out LPC scales.
• Situational Favorableness
• Leader-member relations.
• Task structure.
• Position power.

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Determining The Appropriate Leadership StyleTask
vs. Relationship
Start
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Leadership Continuum

• The continuum of leadership behaviors is useful
  when a supervisor is considering the degree to
  which employees should be involved in decision
  making.
• The continuum of power has two parts use of
  authority by the supervisor, and area of freedom
  for employees.
• The greater the authority the supervisor uses,
  the smaller the area of freedom for employees.

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Leadership ContinuumltFactors to be consideredgt

• The Manager
• The Subordinates
• The Situations
• Preferred style, based on experience,
  expectation, values, background, knowledge,
  confidence in the subordinates
• Environmental considerations org. size,
  structure, goals, technology

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Continuum of Leadership Behavior
Autocratic style
Participative style
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Normative Leadership Theory (I)

• Normative leadership theory Vroom and Yettons
  decision-tree model that enables user to select
  on of five leadership style appropriate for the
  situation.

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Normative Leadership Theory ltFive Stylesgt

• AI Autocratic Leader makes decision alone with
  available information.
• AII Autocratic Leader makes decision alone,
  but uses information from subordinates.
• CI Consultative Leader meets with subordinates
  individually, explains situation, gets
  information and ideas. Leader may or may not use
  subordinates input. Leader makes decision alone.

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Normative Leadership Theory ltFive Stylesgt

• CII Consultative Leader meets with
  subordinates as a group, with same process
• as CI.
• GII Group oriented Leader meets with
  subordinates as a group, explains the situation
  and allows the group to make the decision.

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Normative Leadership TheoryltThe Appropriate
Leadership Stylegt

• Is there a quality requirement such the one
  solution is likely to be more rational than
  another?
• Do I have sufficient information to make a
  high-quality decision?
• Is the problem structured?
• Is acceptance of a decision by subordinates
  critical to effective implementation?

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Normative Leadership TheoryltThe Appropriate
Leadership Stylegt

• If I were to make the decision by myself, is it
  reasonably certain that it would be accepted by
  my subordinates?
• Do subordinates share the organizational goals to
  be attained in solving the problem?
• Is conflict among subordinates likely in the
  preferred solution (not relevant to individual
  problems)?
• Do subordinates have sufficient information to
  make a high-quality decision?

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Situational Leadership

• Situational Leadership is Hersey and Blanchards
  model for selecting one of four leadership styles
  that matches the employees maturity level in a
  given situation.
• Based on the life-cycle theory of leadership
  holds that many leadership behaviors fall into
  either one of two areas task behaviors or
  relationship behaviors.

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Situational LeadershipltLife-cycle Theorygt

• Task behaviors involve clarifying the job
  telling people what to do, how to do it, and when
  to do it providing follow-up and taking
  corrective action.
• Relationship behaviors involve providing people
  with support, giving them positive feedback, and
  asking for their opinions and ideas.

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Situational LeadershipltFour Stylesgt
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Situational Leadership Model
Capability Levels (C)
Supervisory Styles (S)

• C-1 Low
• The employees are unable and/or unwilling to do
  the task without direction

• (S-A) Autocratic
• High directive/low supportive
• Tell employee what to do and closely oversee
  performance
• Give little or no support
• Make decisions by yourself

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Situational Leadership Model
Capability Levels (C)
Supervisory Styles (S)

• C-2 Moderate
• The employees have moderate ability and are
  motivated

• (S-C) Consultative
• High directive/high supportive
• Sell employees on doing the job your way and
  macro-management.
• You may include their input in your decisions

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Situational Leadership Model
Capability Levels (C)
Supervisory Styles (S)

• C-3 High
• the employees are high in ability but may lack
  self-confidence or motivation

• (S-P) Participative
• Low directive/high supportive
• Provide little or general direction. Let
  employees do the task their way.
  Macro-management. Focus on end results, make
  decisions together, but you have t final say

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Situational Leadership Model
Capability Levels (C)
Supervisory Styles (S)

• C-4 Outstanding
• The employees are very capable and highly
  motivated

• (S-L) Laissez-Faire
• Low directive/low supportive
• Provide little or no direction and support. Let
  employees make their own decisions

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Is One Leadership Style Best?

• Research shows that there is no one best style
  for all situations.
• However, in most situations, the appropriate
  style is either coaching and selling or
  participating and supporting.
• The long-run trend in U.S. industry is for
  supervisory managers to use more participative
  styles.

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Leadership

• Chapter 7
• Questions, Comments???