Leadership

1
Leadership
Chapter 4 - Style Approach
Northouse, 5th edition
2
Overview

• Style Approach Perspective
• Ohio State Studies
• University of Michigan Studies
• Blake Moutons Leadership Grid
• How Does the Style Approach Work?

3
Style Approach Description
Perspective
Definition

• Comprised of two general kinds of Behaviors
• Task behaviors
• Facilitate goal accomplishment Help group
  members achieve objectives
• Relationship behaviors
• Help subordinates feel comfortable with
  themselves, each other, and the situation

• Emphasizes the behavior of the leader
• Focuses exclusively on what leaders do and how
  they act

4
Style Approach Description
Perspective
Definition

• Comprised of Two Kinds of Behaviors
• Task behaviors
• Facilitate goal accomplishment
• Relationship behaviors
• Help subordinates feel comfortable with
  themselves, each other, and the situation

• Leader-focused perspective
• Emphasis on leaders behavior ,on what leaders do
  and how they act ( style).

President
Relationship behavior
Task behavior
5
Ohio State Studies ( 1940)

• Leadership Behavior Description Questionnaire
  (LBDQ) Study to analyze how individuals acted
  when they were leading a group or organization.
• Analysis was conducted by having subordinates
  complete questionnaires about their leaders.
• 150 questions of1800 items describing different
  aspects of leader behavior in military,
  education, social
• Results - Two types of leadership behaviors
• - initiating structure task behavior
  (organizing work, giving structure, defining
  roles)
• - consideration behavior relationship (
  building trust, role model, ethical behavior.)
• But which one is better? To focus on people or
  task?

6
University of Michigan Studies

• Exploring leadership behavior
• Specific emphasis on impact of leadership
  behavior on performance of small groups
• Results - Two types of leadership behaviors
  conceptualized as opposite ends of a single
  continuum
• Employee orientation
• Strong human relations emphasis
• Production orientation
• Stresses the technical aspects of a job
• Later studies reconceptualized behaviors as two
  independent leadership orientations - possible
  orientation to both at the same time

7
Blake Moutons Managerial (Leadership) Grid

• Historical Perspective
• Leadership Grid Components
• Authority-Compliance (9,1)
• Country Club Management (1,9)
• Impoverished Management (1,1)
• Middle-of-the-Road Management (5,5)
• Team Management (9,9)
• Paternalism/Maternalism (1, 9 9,1)
• Opportunism

8
Historical PerspectiveBlake Moutons
Managerial Leadership Grid
Development
Purpose

• Designed to explain how leaders help
  organizations to reach their purposes
• Two factors
• Concern for production
• How a leader is concerned with achieving
  organizational tasks
• Concern for people
• How a leader attends to the members of the
  organization who are trying to achieve its goals

• Developed in early 1960s
• Used extensively in organizational training
  development

9
The Leadership Grid
High
9
1, 9
9, 9
8
Country Club Management More attention to the
needs of Employees and by creating Comfortable
workplace
Team Management Focuses on work results As well
as employees Wellbeing.
7
6
5, 5
Concern for People
5
Middle-of-the-Road Balancing the necessity to
Get work done while maintain Employees
satisfactory level
4
3
Authority-Compliance Mgmt High efficiency and
unconcerned
2
Impoverished Management Low effort and unconcerned
1, 1
9, 1
1
Low
1
2
3
4
5
6
7
8
9
Low
High
Concern for Results
10
Authority-Compliance (9,1)
Definition
Role Focus

• Efficiency in operations results from arranging
  conditions of work such that human interference
  is minimal

• Heavy emphasis on task and job requirements and
  less emphasis on people
• Communicating with subordinates outside task
  instructions not emphasized
• Results driven - people regarded as tools to that
  end
• 9,1 leaders seen as controlling, demanding,
  hard-driving overpowering

11
Country Club (1,9)
Definition
Role Focus

• Low concern for task accomplishment coupled with
  high concern for interpersonal relationships
• De-emphasizes production leaders stress the
  attitudes and feelings of people
• 1,9 leaders try to create a positive climate by
  being agreeable, eager to help, comforting,
  noncontroversial

• Thoughtful attention to the needs of people leads
  to a comfortable, friendly organizational
  atmosphere and work tempo

12
Impoverished (1,1)
Definition
Role Focus

• Minimal effort exerted to get work done is
  appropriate to sustain organizational membership

• Leader unconcerned with both task and
  interpersonal relationships
• Going through the motions, but uninvolved and
  withdrawn
• 1,1 leaders - have little contact with followers
  and are described as indifferent, noncommittal,
  resigned, and apathetic

13
Middle-of-the-Road (5,5)
Definition
Role Focus

• Adequate organizational performance possible
  through balancing the necessity of getting work
  done while maintaining satisfactory morale

• Leaders who are compromisers have intermediate
  concern for task and people who do task
• To achieve equilibrium, leader avoids conflict
  while emphasizing moderate levels of production
  and interpersonal relationships
• 5,5 leaders - described as expedient prefers the
  middle ground, soft-pedals disagreement, swallows
  convictions in the interest of progress

14
Team (9,9)
Definition
Role Focus

• Work accomplished through committed people
  interdependence via a common stake in the
  organizations purpose, which leads to
  relationships of trust and respect

• Strong emphasis on both tasks and interpersonal
  relationships
• Promotes high degree of participation teamwork,
  satisfies basic need of employee to be involved
  committed to their work
• 9,9 leaders - stimulates participation, acts
  determined, makes priorities clear, follows
  through, behaves open-mindedly and enjoys working

15
Paternalism/Maternalism
Definition
Role Focus

• Reward and approval are bestowed on people in
  return for loyalty and obedience failure to
  comply leads to punishment

• Leaders who use both 1,9 and 9,1 without
  integrating the two
• The benevolent dictator acts gracious for
  purpose of goal accomplishment
• Treats people as though they were disassociated
  from the task

16
Opportunism
Definition
Role Focus

• People adapt and shift to any grid style needed
  to gain maximum advantage

• Performance occurs according to a system of
  selfish gain
• Leader uses any combination of the basic five
  styles for the purpose of personal advancement
• Leader usually has a dominant grid style used in
  most situations and a backup style that is
  reverted to when under pressure

17
How Does the Style Approach Work?

• Focus of Style Approach
• Strengths
• Criticisms
• Application

18
Style Approach
Focus
Overall Scope

• Primarily a framework for assessing leadership in
  a broad way, as behavior with a task and
  relationship dimension

• Offers a means of assessing in a general way the
  behaviors of leaders

19
Strengths

• Style Approach marked a major shift in leadership
  research from exclusively trait focused to
  include behaviors and actions of leaders
• Broad range of studies on leadership style
  validates and gives credibility to the basic
  tenets of the approach
• At conceptual level, a leaders style is composed
  of two major types of behaviors task and
  relationship
• The style approach is heuristic - leaders can
  learn a lot about themselves and how they come
  across to others by trying to see their behaviors
  in light of the task and relationship dimensions

20
Criticisms

• Research has not adequately demonstrated how
  leaders styles are associated with performance
  outcomes
• No universal style of leadership that could be
  effective in almost every situation
• Implies that the most effective leadership style
  is High-High style (i.e., high task/high
  relationship) research finding support is limited

21
Application

• Many leadership training and development programs
  are designed along the lines of the style
  approach.
• By assessing their own style, managers can
  determine how they are perceived by others and
  how they could change their behaviors to become
  more effective.
• The style approach applies to nearly
  everything a leader does.

22
Modern View of Leadership styles

• Leadership styles have to do with how people
  interact with those they seek to lead.
• 1- Autocratic leadership
• 2- Democratic leadership
• 3- Participative leadership
• 4- Goal oriented leadership
• 5- Situational leadership

23
Modern View of Leadership styles

• Autocratic leadership People who take this
  approach make decisions without consulting the
  employees who will have to implement them or will
  be affected by them
• Democratic leadership People who take this
  approach involve the employees who will have to
  implement them or will be affected by them. The
  leaders actually makes the final decision, but
  only after receiving the input and
  recommendations of team members.

24
Modern View of Leadership styles

• Participative leadership People who take this
  approach exert little control over the
  decision-making process. The leaders job to move
  the team toward consensus.
• Goal oriented leadership People who take this
  approach ask team members to focus solely on the
  goals at hand. Only a strategic goals would be
  discussed within the team members, so the
  influence of personalities unrelated to the
  specific goals of the org is minimized.

25
Modern View of Leadership styles

• Situational leadership People who take this
  approach select the style that seems to be
  appropriate based on the circumstances that exit
  at a given time. The leader has the choice to
  choose Autocratic, democratic, participative,
  or goal oriented approach , it depends on the
  situation.
• The appropriate leadership style in a total
  quality management might be called participative
  leadership style in new views. The involvement
  of concerned employees comes from empowered
  employees.

26
Case 4.3, page 83

• Enhancing the Departments Culture
• Answer questions 1 and 2
• Remember to answer the questions covering the two
  parts
• Part-1 Define the concept, theory or model
• Part-2 quote from the case study what you
  believe that will support your argument.