leader ship thiory
TRANSCRIPT
Types of Leadership Theories Universal– Traits (I)– Behaviors (II)
» e.g., Ohio State, Leadership Grid (Blake & Mouton), Michigan
Contingency– Traits (III)
» e.g., Fiedler– Behaviors (IV)
» e.g., Hersey & Blanchard,
Type I Theories: Traits that Generally Differentiate Leaders
from Nonleaders Drive Desire to Lead Honesty and Integrity Self-Confidence Intelligence Job-Relevant Knowledge(Traits only provide the potential for leadership.
They don’t guarantee it will happen.)
2 Basic Leadership Styles(Types II, III, and IV Theories)
Category 1 Initiating Structure-- Job-Centered--------- Conc. for Production Task-Oriented--------
Directive---------------
Category 2 Consideration Employee-Centered Concern for People Relationship-
Oriented Supportive
Ohio State Studies (Type II) Consideration Initiating Structure(Leaders are supposedly Both, One,
or Neither - Viewed as two different dimensions)
The Leadership Grid (Type II) Concern for production measured on a
scale of 1 to 9 Concern for people measured on a scale
of 1 to 9 Team management (9,9) is often
considered the most effective style for all managers.
Blake & Mouton’sLeadership Grid
HighHigh
HighHighLowLow
LowLow Concern for ProductionConcern for Production
Con
cern
for
Peop
leC
once
rn fo
r Pe
ople
Country Club Country Club ManagementManagement
Impoverished Impoverished ManagementManagement
Team Team ManagementManagement
Authority-Authority-Compliance Compliance ManagementManagement
Middle-of-Middle-of-the-Road the-Road ManagementManagement
Michigan Studies (Type II)
Employee-Centered Leaders Job-Centered Leaders (Leaders are supposedly
Either/OR, but NOT Both - These were viewed as opposite extremes of the same continuum - c.f., Fiedler)
Contingency Approaches
Identify relevant Situational Variables and what Leader Traits or Styles are appropriate for each.
Hersey and Blanchard's Hersey and Blanchard's Situational TheorySituational TheorySituational VariablesSituational VariablesFollowers’Followers’ Readiness / Readiness /
Maturity is due to :Maturity is due to : AbilityAbility WillingnessWillingness
Leader BehaviorsLeader Behaviors Task Behavior (High or Task Behavior (High or
Low)Low) Relationship Behavior Relationship Behavior
(High or Low)(High or Low)4 Combinations:4 Combinations:
Telling (H-L)Telling (H-L)Selling (H-H)Selling (H-H)Participating (L-H)Participating (L-H)Delegating (L-L)Delegating (L-L)
Hersey & Blanchard’s Situ-Hersey & Blanchard’s Situ-ational Leadership (Type IV)ational Leadership (Type IV)
HighRelationship
and->->->LowTask
HighTask
<-<-<-andHigh
Relationship
LowRelationship
<-<-<-andLowTask
HighTask
and->->->Low
Relationship
Very High Low
R4 R3 R2 R1Moderate
Task BehaviorTask Behavior HighHigh
HighHigh
LowLow
Rel
atio
nshi
p B
ehav
ior
Rel
atio
nshi
p B
ehav
ior
Delegating
Delegating
Participating
Participating Selling
Selling
TellingTelling
ReadinessHigh
Fiedler's Contingency TheoryFiedler's Contingency Theory(Type III Theory)(Type III Theory)
Leader TraitsLeader Traits Relationship-orientedRelationship-oriented
(High LPC)(High LPC) Task-orientedTask-oriented (Low LPC) (Low LPC)
(Fiedler believed it is easier (Fiedler believed it is easier to change a situation than to change a situation than to change a leader’s to change a leader’s characteristics)characteristics)
Situational VariablesSituational Variables Leader-Member Leader-Member
RelationsRelations– Good vs. PoorGood vs. Poor
Task StructureTask Structure– Structured (High) Structured (High)
vs. Unstructured vs. Unstructured (Low)(Low)
Leader Position PowerLeader Position Power– Strong vs. WeakStrong vs. Weak
Fiedler’s RecommendationsFiedler’s Recommendations
Task-oriented managers more effective in very favorable or very unfavorable situations.
Relationship-oriented managers more effective in moderately favorable situations.
Fiedler’s Contingency ModelFiedler’s Contingency Model
GOODGOOD POORPOOR
HIGH LO W HIGH LOW HIGH LO W HIGH LOW
SS WW SS WW SS WW SS WW
Leader-MemberRelations
TaskStructure
PositionPower
Kinds ofLeadershipSituations
VeryFavorable
VeryUnfavorable
I II III IV V VI VII VIII1
Relationship-oriented managers most effective in IV, V, VI, VII.Task-oriented managers most effective in I, II, III or VIII.
Substitutes for LeadershipSubstitutes for Leadership ““SubstitutesSubstitutes” (+) accomplish by other ” (+) accomplish by other
means what leaders domeans what leaders do ““NeutralizersNeutralizers” (-) prevent leader from ” (-) prevent leader from
leadingleading
Substitutes for LeadershipSubstitutes for Leadership OrganizationalOrganizational Variables Variables Formalization Rules (+)Formalization Rules (+) Physical separation (-)Physical separation (-) Task Task characteristicscharacteristics Highly structured task (+)Highly structured task (+) Automatic feedback (+)Automatic feedback (+) GroupGroup characteristics characteristics Training/experience (+)Training/experience (+) Group doesn’t value the rewards given (-)Group doesn’t value the rewards given (-)
Newer Leadership Approaches These are outside the bounds of
most of the highly developed leadership theories.
A leader may well fit into more than one of the categories.
Transactional Leader This is the traditional view of leadership
that the new approaches are contrasted with.
A leader who clarifies subordinates’ role and task requirements, initiates structure, provides rewards, and displays consideration for subordinates.
Charismatic Leader A leader whose personality motivates
subordinates to transcend their expected performance.
Visionary Leader A leader who is able to imagine how the
future could be and inspire followers to work toward creating that future.
Transformational Leader A leader distinguished by a special ability to
bring about innovation and change – by inspiring people, not by coercion.
Servant Leader A leader who works to fulfill subordinates’
needs and goals - as a means to achieve the organization’s larger mission.
Level 5 Leader A leader with a combination of personal
humility and resolve More ambitious for their companies than for
themselves
Interactive Leader A leader who is concerned with consensus
building, is open and inclusive, and encourages participation
Seems to be more prevalent among females
Authentic Leader A leader who is ethical, people-
oriented, committed to the organization mission, and exhibits emotional intelligence.
Bases of Social PowerPositional - Likely Response
Legitimate - ComplianceReward - ComplianceCoercive - Resistance
PersonalReferent - CommitmentExpert - Commitment
----------------------------------------------------More Types of Power? Information? Association?
Fundamentals of Gaining PowerFundamentals of Gaining PowerGain power by making othersGain power by making others dependent dependent
on youon you for: for: Scarce ResourcesScarce Resources InformationInformation Solution of Important ProblemsSolution of Important Problems Reducing UncertaintyReducing Uncertainty
Political BehaviorPolitical Behavior PositivePositive or Helpful when: or Helpful when:– Personal Goals compatible with org’s.Personal Goals compatible with org’s.– Sanctioned use of powerSanctioned use of power» e.g., developing skills, using referent powere.g., developing skills, using referent power
Negative Political Behavior is Negative Political Behavior is LowLow When: When:– Rules, policies exist where appropriateRules, policies exist where appropriate– Performance is measured and rewarded Performance is measured and rewarded
accordinglyaccordingly– Negative polit. behav. is not rewardedNegative polit. behav. is not rewarded
Implications of Leadership Theories
Know your preferred Style. Know and care about your Followers. Know and care about the Task. Understand the Environment affecting
you and your followers.