Leadership Models and ConceptsLeadership Models and Concepts

Learning ObjectivesLearning Objectives

• Explain the meaning of “leadership” and Explain the meaning of “leadership” and differentiate it from management.differentiate it from management.

• Summarize the trait and behavioral Summarize the trait and behavioral approaches to leadership.approaches to leadership.

• Describe the LPC theory of leadership.Describe the LPC theory of leadership.

• Explain the path-goal theory of leadership.Explain the path-goal theory of leadership.

• Describe the Vroom-Yetton-Jago model of Describe the Vroom-Yetton-Jago model of leadership.leadership.

Learning ObjectivesLearning Objectives

• Summarize the leader-member exchange Summarize the leader-member exchange theory and the Hersey and Blanchard theory and the Hersey and Blanchard model.model.

Leadership DefinedLeadership Defined

As a process, leadership is the use of noncoercive influence to direct and coordinate the activities of group members to meet a goal.

As a property, leadership is the set of characteristics attributed to those who are

perceived to use such influence successfully.

The Importance of LeadershipThe Importance of Leadership

From an organizational viewpoint, leadership is vital because it has such a powerful influence on individual and

group behavior.

Leadership versus ManagementLeadership versus Management

• Leadership and management are related, but Leadership and management are related, but they are not the same.they are not the same.

• Organizations need both management and Organizations need both management and leadership if they are to be effective.leadership if they are to be effective.

Leadership Versus ManagementLeadership Versus Management

Creating an agenda Planning and budgeting Establishing direction

Developing a human Organizing and staffing Aligning peoplenetwork for achievingthe agenda

Executing plans Controlling and problem Motivating andsolving inspiring

Activity Management Leadership

Early Approaches to Studying Early Approaches to Studying LeadershipLeadership

Trait Approach Behavioral Approach

Early researchers believed that notable

leaders had some unique set of qualities

or traits that distinguished them from their peers.

In the late 1940s, the emphasis shifted to determining what

behaviors are associated with

effective leadership.

The Trait ApproachThe Trait Approach

• Trait researchers have focused on identifying Trait researchers have focused on identifying leadership traits, developing methods for leadership traits, developing methods for measuring them, and using the methods to select measuring them, and using the methods to select leaders.leaders.

• Although the trait approach has been largely Although the trait approach has been largely unsuccessful, in recent years it has received unsuccessful, in recent years it has received renewed interest. Researchers have found that renewed interest. Researchers have found that drive, motivation, integrity, and other traits are drive, motivation, integrity, and other traits are common among effective leaders.common among effective leaders.

Behavioral Approaches to LeadershipBehavioral Approaches to Leadership

• The goal of the behavioral approach was to The goal of the behavioral approach was to determine what behaviors are associated determine what behaviors are associated with effective leadership.with effective leadership.

• The Michigan Studies and the Ohio State The Michigan Studies and the Ohio State Studies were two prominent “behavioral Studies were two prominent “behavioral approach” examinations of leadership approach” examinations of leadership behavior.behavior.

The Michigan StudiesThe Michigan Studies

• The Michigan Studies were conducted to The Michigan Studies were conducted to determine the pattern of leadership behavior determine the pattern of leadership behavior that result in effective group performance.that result in effective group performance.

• The researchers found that leadership The researchers found that leadership consists of two separate dimensions:consists of two separate dimensions:– Job-centered leader behavior.Job-centered leader behavior.– Employee-centered leader behavior.Employee-centered leader behavior.

1,9 9,9

Country Club ManagementThoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo.

Team ManagementWork accomplishment is from committed people; interpedence through a “common stake” in organization purpose leads to relationships of trust and respect

Middle of the Road Management

5,5

Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level

Impoverished ManagementExertion of minimum effort to get required work done is appropriate to sustain organization membership.

Authority-ComplianceEfficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree.

1,1 9,1

The Michigan StudiesThe Michigan Studies

Job-Centered Leader Behavior

Employee-Centered Leader Behavior

Attempts to build work group performance by paying attention to the efficient completion of

the task. Primary emphasis is on the task.

Attempts to build work group performance by paying attention to the human aspects of the

group. Primary emphasis is on the person.

The studies suggested that a leader could exhibit either behavior, but not both at the same time.

The Ohio State StudiesThe Ohio State Studies

• The Ohio State Studies were conducted at The Ohio State Studies were conducted at about the same time as the Michigan about the same time as the Michigan Studies.Studies.

• The Ohio State Studies found that leaders The Ohio State Studies found that leaders engaged in two separate sets of leadership engaged in two separate sets of leadership behaviors, referred to as consideration and behaviors, referred to as consideration and initiating structure. initiating structure.

The Ohio State StudiesThe Ohio State Studies

Consideration Initiating Structure

Involves being concerned with subordinates’

feelings and respecting subordinates’ ideas.

Involves clearly defining the leader-subordinate

roles so that subordinates know what is expected of

them.

Unlike the Michigan Studies variables, consideration and initiating structure were not thought to be on the same continuum. Instead, they were seen as independent dimensions of leadership behavior.

The Leadership GridThe Leadership Grid

• Created primarily as a consulting tool to Created primarily as a consulting tool to apply the Ohio State findings, the apply the Ohio State findings, the Leadership Grid evaluates leader behavior Leadership Grid evaluates leader behavior along two dimensions: concern for along two dimensions: concern for production and concern for people.production and concern for people.

• This approach suggests that effective This approach suggests that effective leadership styles include high levels of both leadership styles include high levels of both behaviors.behaviors.

Other Approaches to LeadershipOther Approaches to Leadership

In addition to the trait and behavioral approaches to understanding leadership

effectiveness, several additional models of leadership have emerged over the years.

The LPC Theory of LeadershipThe LPC Theory of Leadership

• The LPC theory of leadership suggests that The LPC theory of leadership suggests that a leader’s effectiveness depends on the a leader’s effectiveness depends on the situation.situation.

• According to the theory, leadership According to the theory, leadership effectiveness depends on the match between effectiveness depends on the match between the leader’s personality and the situation.the leader’s personality and the situation.

The LPC Theory of LeadershipThe LPC Theory of Leadership

• The LPC theory of leadership is a complex The LPC theory of leadership is a complex theory that assesses leadership potential by theory that assesses leadership potential by examining the relationship between task examining the relationship between task structure, position power, and a leader’s structure, position power, and a leader’s behavior.behavior.

• The following slide summarizes the essence The following slide summarizes the essence of the LPC theory of leadership.of the LPC theory of leadership.

The LPC Theory of LeadershipThe LPC Theory of Leadership

Leader-Member Relations Good Poor

Task Structure Structured Unstructured Structured Unstructured

Position Power High Low High Low High Low High Low

Situational Very Moderately Very

Favorableness favorable favorable unfavorable

Recommended Task-oriented Person-oriented Task-oriented

Leader Behavior behavior behavior behavior

Use of AuthorityArea of Freedom

By the Managerfor Subordinates

Exhibit 2-1 Leadership Continuum

Manager Manager Manager Manager Manager Manager Managerdecision “sells” presents presents presents defines permits& announces decision ideas & tentative problems limits; subordifnates

invites decision gets ask group to function questions subject to suggestions to make within limits

change makes decision defined bydecision superior

The Path-Goal Theory of LeadershipThe Path-Goal Theory of Leadership

• The path-goal theory suggests that effective The path-goal theory suggests that effective leaders clarify the paths (behaviors) that leaders clarify the paths (behaviors) that will lead to desired rewards (goals).will lead to desired rewards (goals).

• In other words, the leader affects In other words, the leader affects subordinates’ performance by clarifying the subordinates’ performance by clarifying the behavior (paths) that will lead to desired behavior (paths) that will lead to desired rewards (goals).rewards (goals).

The Path-Goal Theory of LeadershipThe Path-Goal Theory of Leadership

• The path-goal theory specifies four kinds of The path-goal theory specifies four kinds of leader behavior: directive, supportive, leader behavior: directive, supportive, participative, and achievement.participative, and achievement.

• Leaders are advised to vary their behaviors Leaders are advised to vary their behaviors in response to such situational factors as in response to such situational factors as personal characteristics of subordinates and personal characteristics of subordinates and environmental characteristics.environmental characteristics.

Path-Goal Leadership ModelPath-Goal Leadership Model

EmployeeEmployeeContingenciesContingencies

EnvironmentalEnvironmentalContingenciesContingencies

LeaderLeaderBehaviorsBehaviors

• DirectiveDirective

• SupportiveSupportive

• ParticipativeParticipative

• Achievement-Achievement-orientedoriented

LeaderLeaderEffectivenessEffectiveness

• Motivated Motivated employeesemployees

• Satisfied Satisfied employeesemployees

• Leader Leader acceptanceacceptance

Directive Supportive Participative AchievementEmployeeEmployeeContingenciesContingencies

Path-Goal ContingenciesPath-Goal Contingencies

Skill/Experience Skill/Experience lowlow lowlow highhigh highhigh

Locus of ControlLocus of Control externalexternal externalexternal internalinternal internalinternal

Task StructureTask Structure nonroutinenonroutine routineroutine nonroutinenonroutine ??

Team DynamicsTeam Dynamics –norms–norms low cohesion low cohesion + norms+ norms ??

EnvironmentalEnvironmentalContingenciesContingencies Directive Supportive Participative Achievement

The Path-Goal Theory of LeadershipThe Path-Goal Theory of Leadership

LeaderBehavior

Subordinate’sMotivationto Perform

SituationalFactors

Directive Supportive Participative Achievement - Oriented

Personal Characteristics of

Subordinates

Locus of Control Perceived Ability

Environmental Characteristics

Task Structure Authority System Work Group

The Vroom-Yetton-Jago Model of The Vroom-Yetton-Jago Model of LeadershipLeadership

• The Vroom-Yetton-Jago model of The Vroom-Yetton-Jago model of leadership attempts to prescribe the type of leadership attempts to prescribe the type of decision-making style that a manager decision-making style that a manager should use given a particular situation.should use given a particular situation.

• The model requires the use of a decision The model requires the use of a decision tree. The decision tree assesses the tree. The decision tree assesses the situation in terms of several factors.situation in terms of several factors.

The Vroom-Yetton-Jago Model of The Vroom-Yetton-Jago Model of LeadershipLeadership

• Based on the results of the decision tree Based on the results of the decision tree analysis, the manager is advised to employ analysis, the manager is advised to employ one of five leadership styles, ranging from one of five leadership styles, ranging from making the decision alone to meeting with making the decision alone to meeting with subordinates to make a group decision.subordinates to make a group decision.

• A key component of the model is A key component of the model is determining how much to involve determining how much to involve subordinates in making decisions.subordinates in making decisions.

The Leader-Member Exchange ModelThe Leader-Member Exchange Model

• This model stresses the fact that leaders This model stresses the fact that leaders develop unique working relationships with develop unique working relationships with each of their subordinates.each of their subordinates.

• As stressed in the following slide, a key As stressed in the following slide, a key factor in the nature of this relationship is factor in the nature of this relationship is whether the individual subordinate is in the whether the individual subordinate is in the leader’s out-group or in-group.leader’s out-group or in-group.

The Leader-Member Exchange ModelThe Leader-Member Exchange Model

Leader

Subordinate 1 Subordinate 4

Subordinate 2 Subordinate 3

Out-Group

In-Group

The Leader-Member Exchange ModelThe Leader-Member Exchange Model

• In-GroupIn-Group– Typically consists of a small number of Typically consists of a small number of

employees with which the supervisor employees with which the supervisor establishes a special relationship.establishes a special relationship.

– Members of the in-group receive a Members of the in-group receive a disproportionate amount of the supervisor’s disproportionate amount of the supervisor’s time and attention.time and attention.

– As a result, members of the in-group usually As a result, members of the in-group usually receive special privileges and opportunities.receive special privileges and opportunities.

The Leader-Member Exchange ModelThe Leader-Member Exchange Model

• Out-GroupOut-Group– Consists of the majority of a supervisor’s Consists of the majority of a supervisor’s

employees.employees.– Members of the out-group receive less of the Members of the out-group receive less of the

supervisor’s time and attention.supervisor’s time and attention.– As a result, the members of the out-group are As a result, the members of the out-group are

afforded fewer privileges and opportunities.afforded fewer privileges and opportunities.

The Hershey and Blanchard ModelThe Hershey and Blanchard Model

• The Hersey and Blanchard model of The Hersey and Blanchard model of leadership identifies different combinations leadership identifies different combinations of leadership presumed to work best with of leadership presumed to work best with different levels of organizational maturity different levels of organizational maturity on the part of followers.on the part of followers.

Summary of Key PointsSummary of Key Points

• Leadership is both a process and a property. Leadership is both a process and a property.

• Early leadership research attempted Early leadership research attempted primarily to identify important traits and primarily to identify important traits and behaviors of leaders.behaviors of leaders.

• Newer contingency theories of leadership Newer contingency theories of leadership attempt to identify appropriate leadership attempt to identify appropriate leadership styles on the basis of the situation.styles on the basis of the situation.

Summary of Key PointsSummary of Key Points

• The path-goal theory focuses on appropriate The path-goal theory focuses on appropriate leader behavior for various situations.leader behavior for various situations.

• The Vroom-Yetton-Jago model suggests The Vroom-Yetton-Jago model suggests appropriate decision-making styles based appropriate decision-making styles based on situation characteristics.on situation characteristics.

Summary of Key PointsSummary of Key Points

• Two recent perspectives that are not rooted Two recent perspectives that are not rooted in traditional leadership theories are the in traditional leadership theories are the leader-member exchange theory and the leader-member exchange theory and the Hersey and Blanchard model.Hersey and Blanchard model.