Evolving Studies of Leadership in Organizations

Trait Approach Leaders are born, not made Traits distinguish effective from ineffective leaders Personal qualities and characteristics of leaders

Physical physique, height, appearance Abilities intelligence, fluency of speech Personality extroversion, self-confidence, conservatism

Approach helps select leaders

Style Approach Leaders behavior more important than traits Ohio Studies determine leadership style:

Consideration style (concern for subordinates, trusted by subordinates, responsiveto subs, promote camaraderie)

Initiating structure style (leader provides structure in terms of exactly how andwhen to do work)

Research yielded inconsistent results; causal interpretations questionable;questionnaires might tap generalized perceptions of leadership, rather than specificleaders behavior

Contingency Approach Situational factors influence the effectiveness of leaders (Fiedlers research) LPC (least preferred coworker) task-orientation or relationship orientation Task orientation performs better in high and low control situations Relationship orientation performs better in moderate control situations Easier to change situations than a persons personality Research yielded inconsistent results; some evidence that situation didnt matter

much

New Leadership (Heroic) Approach View leaders as managers of meaning rather than studying the influence process Transforming leadership (found in political science Burn et. al

Transactional leadership exchange between leader/follower because leaderoffers reward for complying with leaders wishes. Ineffective because it is limitedto specific implicit contract between leader/follower

Transforming leadership lifts the follower to higher aspirations of leader Transformational leadership (Bass)

View of transactional and transformational leadership as separate dimensions Research results at all levels of organization Ideal approach exhibits both forms of leadership

Transformational leadership consists of 4 components Charisma: developing a vision, engendering pride, respect and trust

Inspiration: motivating by creating high expectations, modelingappropriate behavior, using symbols to focus efforts

Individualized consideration: giving personal attentions to followers,giving them respect and responsibility

Intellectual stimulation: continually challenging followers with new ideasand approaches

Transactional leadership consists of 2 components Contingent rewards: rewarding followers for conformity with performance

targets Management by exception: taking action mainly when task-related activity

is not working Charismatic leadership (House, Conger)

4 Stages1. Leader recognizes opportunities and the need for change and formulates a vision

in relation to those needs2. Leaders communicates that vision, status quo is unacceptable, rhetoric that helps

workers understand vision3. Leader builds trust in the vision4. Leader helps others to achieve the vision through example and empowering

followers. Visionary leadership

Visionary leadership (Westley & Mintzberg) Leadership (Bennis and Nanus, Kotter) Building a visionary company (Collins & Porras)

Orientation to change Kotter Zaleznik Drucker Quinn Kanter Beer, et.al Shepard

Dispersed leadership Leadership is a dispersed activity not necessarily centered in a formally designated

leader; leadership is much more diffuse and dispersed within organizations than theheroic model Superleadership (Manz & Sims) beyond visionary hero image to helping others

become leaders of themselves Real team leadership (Katzenbach and Smith) team leaders build commitment

and confidence, remove obstacles, create opportunities, are member of team Credible leaders (Kouzes & Posner) develop capacities in constituents; liberate

followers to lead themselves and others Followership (DePree)

Leadership as managing culture (overlaps with new leadership concepts) Leader tied to value engineering; seen as someone who helps members think about

the organization and their roles within it Schein definition of and levers for establishing, changing culture Weick - meaning Senge learning organizations Deal and Kennedy culture definitions Snow et. al networks Kanter architecture of culture

Evolving Studies of Leadership in OrganizationsTrait ApproachStyle ApproachContingency ApproachNew Leadership (Heroic) ApproachDispersed leadershipLeadership as managing culture (overlaps with new leadership concepts)