Download - Leadership lect 2 (01 oct 13)
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Traits, Behaviors, and Relationships
Lecture 2 : Leadership Theories
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Lecturer: Prof. Dato’ Dr. Che Musa Che Omar
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Your Leadership ChallengeIdentify the strengths you can bring to a
leadership role.
Outline some personal traits and characteristics that are associated with effective leaders.
Recognize autocratic versus democratic leadership behavior and the impact of each.
Know the distinction between people-oriented and task-oriented leadership behavior and when each should be used.
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Your Leadership Challenge (cont.)
Understand how the theory of individualized leadership has broadened the understanding of relationships between leaders and followers.
Distinguish among various roles leaders play in organizations, including operations roles, collaborative roles, and advisory roles, and where your strengths might best fit.
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Theories of Leadership
• Great Man Theories
• Contingency Theories
• Path-Goal Theory
• Trait Theories
• Behavior Theories
• Influence Theories
• Relational Theories
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Great Man Theories
Ideological theory that "great" leaders possess
characteristics or traits not found in the rest of the
population.
This concept is based on the belief that great leaders
are not made but born with unique characteristics
which allow them to rise to the occasion during
difficult periods in history to overcome obstacles and
leader their nation successfully.
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Contingency Theory
• This is a leader match theory because it tries to match leaders to appropriate situations
• A leader’s effectiveness depends on how well the leader’s style fits the context
• The theory was developed by studying the styles of leaders in situations and whether they were effective (primarily in military organizations)
• Concerned with styles and situations
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Contingency Theory
Leadership styles are either – task motivated or – relationship motivated
Situations have three factors: 1.leader-member relations, 2.task structure and, 3.position power
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Path-Goal Theory
Path Goal theory is about how leaders motivate subordinates to accomplish designated goals
•The stated goal of leadership is to enhance employee performance and employee satisfaction by focusing on employee motivation
•Emphasizes the relationship between the leader’s style and characteristics of the subordinates and the work setting
•The leader must use a style that best meets the subordinates motivational needs
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Path-Goal Theory
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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The Trait Approach
Traits: the distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance
Great Man Approach: a leadership perspective that sought to identify the inherited traits leaders possessed that distinguished them from people who were not leaders
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The Trait Approach
• Focuses on:– Personal attributes: high energy level,
tolerance for stress, emotional maturity, integrity, self-confidence
– Motivation: need for power, achievement, affiliation
– Skills: technical, conceptual, interpersonal
Thomas Carlyle (1907) commented that “the history of the world was the biography of great men”
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Personal Characteristics of Leaders
Personal Characteristics• Energy• Passion• Physical staminaIntelligence and Ability• Intelligence, cognitive ability• Knowledge• Judgment, decisivenessPersonality• Optimism• Self-confidence• Honesty and integrity• Enthusiasm• Charisma• Desire to lead• Independence
Social Characteristics• Sociability, interpersonal skills• Cooperativeness• Ability to enlist cooperation• Tact, diplomacyWork-Related Characteristics• Drive, desire to excel• Responsibility in pursuit of goals• Persistence against obstacles,
tenacitySocial background• Education• Mobility
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Behavior Approaches
Autocratic: a leader who tends to centralize authority and derive power from position, control of rewards, and coercion
Democratic: a leader who delegates authority to others, encourages participation, relies on subordinates’ knowledge for completion of tasks, and depends on subordinate respect for influence
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Leadership Continuum
Boss-Centered
Leadership
Subordinate-Centered
Leadership
Use of authority by manager
Area of freedom for subordinates
Manager makes
decisions and
announces it
Manager “sells”
decision
Manager presents
ideas and invites
questions
Manager
presents tentative
decision subject
to change
Manager
presents
problems,
gets sugg.
makes
changes
Manager
permits
subordinates
to function
within limits
defined by
superior
Manager
defines limits,
asks group
do make
decision
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Ohio State Studies
Consideration: the extent to which a leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust
Initiating Structure: the extent to which a leader is task oriented and directs subordinates’ work activities toward goal achievement
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University of Michigan Studies
Employee-centered: a leadership behavior that displays a focus on the human needs of subordinates
Job-centered: leadership behavior in which leaders direct activities toward efficiency, cost cutting, and scheduling, with an emphasis on goals and work facilitation
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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The Leadership Grid® Figure
(adapted)
1,9
Country Club Management
9,9
Team Management
5,5
Middle-of-the-Road
Management
Impoverished Management
1,1
Authority-Compliance
Management
9,1Low
Low Concern for Results High
High
Co
nce
rn f
or
Peo
ple
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Themes of Leader Behavior Research
Study Area People-Oriented Task-Oriented
Ohio State University Consideration Initiating Structure
University of Michigan Employee-Centered Job-Centered
University of Texas Concern for People Concern for Production
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Individualized Leadership
• … a theory based on the notion that a leader develops a unique relationship with each subordinate or group member, which determines how the leader behaves toward the member and how the member responds to the leader.
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Stages of Development of Individualized Leadership
.
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Leader Behavior Toward In-Group versus Out-Group Members
In-group• Discusses objectives; gives
employee freedom to use his or her own approach in solving problems and reaching goals
• Listens to employee’s suggestions and ideas about how work is done
• Treats mistakes as learning opportunities
Out-Group• Gives employee specific
directives for how to accomplish tasks and attain goals
• Shows little interest in employee’s comments and suggestions
• Criticizes or punishes mistakes
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Ex. 2.6 (contd.)
In-Group• Gives employee
interesting assignments; may allow employee to choose assignment
• Sometimes defers to subordinate’s opinion
• Praises accomplishments
Out-Group
• Assigns primarily routine jobs and monitors employee closely
• Usually imposes own views
• Focuses on areas of poor performance
Leader Behavior Toward In-Group versus Out-Group Members (cont…)
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Leader-Member Exchange (LMX)
An individualized leadership model that
explores how leader-member relationships
develop over time and how the quality of
exchange relationships impacts outcomes
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Three Types of Leadership Roles
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Transformational Leadership• Leadership is the process of inspiring a
group to pursue goals and attain results.• 4 components:
Intellectual stimulation Individualized consideration
Idealized influence Inspirational motivation
Transformational leadership is strongly related to work unit effectiveness; especially idealized influence (Lowe, Kroeck, & Sivasubramaniam, 1996)
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Cross-Cultural Leadership Issues
Japanese vs. American managers (Graen & Wakabayashi, 1994):
– Language differences– Japanese perception that Americans have
underdeveloped sense of obligation to company– Americans do not understand Japanese tendency to not
use punishment for insubordination– Americans see lack of perks as loss of status– Americans do not spend entire career in one company
There is not a single conceptualization of leadership
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Leadership vs. Management
• Mintzberg (1973) stated that leadership was merely a form or subset of management.
Figurehead Negotiator Liaison Monitor Disseminator
Minzberg also suggested that managers had the following roles or functions:
Spokesman Entrepreneur Distribution
handler Resource allocator
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leadership vs. Management
Other researchers (Bennis & Nanus, 1985) suggest that there are differences between leaders and managers.
– “To manage means to bring about, to accomplish, to have charge of or responsibility for, to consider!”
– “Leading is influencing, guiding in direction, course, action, opinion.”
– Leaders are people who do the right thing.
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Thank You For Your Kind Attention
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