LEADERSHIP

1
LEADERSHIP

2
Leadership

• Bennis (1959) Probably more has been written and
  less known about leadership than about any other
  topic in the behavioral sciences.
• Burns (1978) Leadership is one of the most
  observed and least understood phenomena on earth.
• Yukl (1989) The field of leadership is presently
  in a state of ferment and confusion. Most widely
  known theories are beset with conceptual weakness
  and lack of strong empirical support

3
LEADERSHIP

• TRAIT APPROACHES
• STYLE APPROACHES
• CONTINGENCY APPROACHES

4
TRAITS

• PEOPLE WHO ARE LEADERS IN ONE SITUATION ARE MORE
  LIKELY TO LEAD IN OTHER SITUATIONS
• KENNY ZACCARO (ROTATION STUDIES) TRAITS
  ACCOUNT FOR 49-82 VARIANCE IN OF LEADER EMERGENCE

5
TRAITS

• SEVERAL TRAITS SHOW WEAK RELATIONS TO BEING A
  LEADER(DOMINANCE, INTELLIGENCE, GENDER, TASK
  ABILITY, ADJUSTMENT, EXTRAVERSION)
• SOME FACTORS MAY SHOW STRONGER RELATIONS
  (SELF-CONFIDENCE, PARTICIPATION)

6
TRAITS

• ABILITY, SOCIAL SKILLS, MOTIVATION MAY BE USEFUL
• LESS SURE THAT TRAITS PREDICT EFFECTIVE LEADERSHIP

7
STYLE

• OHIO STATE MODEL
• CONSIDERATION
• (FRIENDLY, APPROACHABLE, USES GROUP SUGGESTIONS,
  TREATS MEMBERS AS HIS/HER EQUALS, ADVANCE NOTICE
  OF CHANGES)
• INITIATING STRUCTURE
• (ASSIGNS TASKS, MAKES ATTITUDES CLEAR TO GROUP,
  SCHEDULES WORK, DECIDES WHAT WORK IS DONE HOW
  IT IS DONE)

8
Easy
Fusion Going
Consideration
Do
Hard Nothing Nosed
Initiating Structure
9
86POS 7NEG
CONSIDERATION
SATISFACTION
INITIATING STRUCTURE
PERFORMANCE
72POS0NEG
10
OHIO STATE MODEL

• BOTH CONSIDERATION AND INITIATING STRUCTURE ARE
  IMPORTANT ASPECTS OF LEADERSHIP.
• GOOD LEADERS SHOULD EMPHASIZE BOTH ACHIEVING
  GOALS AND TREATING PEOPLE WELL.

11
Transformational Leadership

• Building commitment to organizational objectives
  and empowering employees to accomplish these
  objectives.
• Activates higher order needs.
• Followers feel trust, admiration, loyalty,
  respect for the leader, and are highly motivated.

12
Transactional-Transformational

• Transactional
• Contingent Rewardclarify work required for
  rewards
• Active Mgt. by Excmonitoring taking corrective
  action
• Passive Mgt by Excpunish for obvious deviations
  from performance standards

• Transformational
• Charismaidentification strong emotions
• Inspiration (vision)
• Intellectual Stimulationincrease awareness of
  problems, new perspective
• Individualized Considerationsupport, encourage,
  develop

13
Transformational Leadership Meta-Analysis (Lowe,
1996)

• Three Transformational Scales were related to
  leader effectiveness in most studies
• Charisma
• Intellectual Stimulation
• Individualized Consideration

14
Transactional-Transformational

• Both types of leader behavior are related to
  leader effectiveness.
• Transformational behavior may be more strongly
  related.
• Effective leaders use a mix of transactional and
  transformational behaviors.

15
CONTINGENCY THEORIES

• THE SITUATION DETERMINES THE SPECIFIC LEADERSHIP
  STYLE THAT IS MOST EFFECTIVE.
• FIEDLER SHOWS THAT SOMETIMES PERSON ORIENTED
  (RELATIONSHIP MOTIVATED) LEADERS GET BETTER
  PERFORMANCE, OTHER TIMES TASK ORIENTED LEADERS
  GET BETTER RESULTS.
• THE LEADERS STYLE NEEDS TO MATCH THE DEMANDS OF
  THE SITUATION.

16
Easy
Fusion Going
Consideration
Do
Hard Nothing Nosed
Initiating Structure
17
SITUATIONAL CONTROL

• LEADER/MEMBER RELATIONS
• TASK STRUCTURE (CLEAR GOALS, FEEDBACK)
• LEADER POSITION POWER

18
FIEDLERS CONTINGENCY THEORY

• FAVORABLE
• GOOD LEADER/ MEMBER RELATIONS
• STRUCTURED TASK
• POWERFUL LEADER

• UNFAVORABLE
• POOR LEADER/ MEMBER RELATIONS
• UNSTRUCTURED TASK
• LITTLE LEADER POWER

19
FIEDLERS CONTINGENCY THEORY
PERSON ORIENTED LEADER BETTER PERF
TASK ORIENTED LEADER BETTER PERF
TASK ORIENTED LEADER BETTER PERF
- -
- - - -
- - -
- -
-
FAVORABLE
UNFAVORABLE
20
Leader Substitutes

• Instrumental Leadership leads to effective task
  performance, and Supportive Leadership leads to
  group maintenance.
• But, factors other than leader behavior can help
  insure effective performance and group
  maintenance.
• Thus, there are times when leader behaviors are
  unnecessary.
• There are times when leader behaviors are
  ineffective.

21

22
Yukl Multiple Linkage Model

• Leader behavior can improve group performance
  because it can affect intervening variables
  (effort, teamwork, etc.) which affect group
  performance.

Leader Behavior
Intervening Variables
Group Performance
23
Yukl Intervening Variables

• Effort
• Ability Role Clarity
• Teamwork
• Organization of Work
• Cohesiveness Cooperation
• Resources Support Services
• External Coordination

24
Yukl Situational Constraints

• Affect leaders impact on group performance in 3
  ways
• 1. Neutralizers constrain managerial behavior
  moderate its effect.
• 2. Substitutes directly influence intervening
  variables making leader action unnecessary.
• 3. Determine the relative importance of
  intervening variables.

25
Leaders must understand factors affecting group
performance and monitor and take appropriate
action on both a short term and a long term basis.

• Short Term
• Correct deficiencies in intervening variables

• Long Term
• Make the situation more favorable
• reduce constraints
• increase substitutes
• reduce importance of intervening variables not
  under control

26
Examples of Long-Term Leader Action

• Develop better relations w/ superiors
• Gain more control of resource acquisition
• start new, more profitable activities
• upgrade personnel, equipment facilities
• modify formal group structure to reduce chronic
  problems
• modify culture to increase motivation to excel.

27
Vroom Yetton Model

• Overall decision effectiveness depends upon
  decision quality and decision acceptance.
• Acceptance Participation generally leads to
  high levels of acceptance. Acceptance is
  important when a decision can affect work
  motivation or when subordinates must implement
  the decision.
• Quality Participation may or may not improve
  the quality of the decision. It depends on the
  resources and motivations of the leader and
  subordinates.

28
Participation

• More participation now than 15 yrs ago.
• Participation increases with age level in the
  organization
• Participation is greatest in academics and
  government, then private sector, least in
  military
• Women are more participative
• Most leaders show flexibility/ variability across
  situations

29
Success Rates by Decision Type

• AI 24
• AII 57
• CI 45
• CII 74
• GII 64
• Noncontingent participation increases
  effectiveness, but contingent participation is
  more closely predictive of decision effectiveness.

30
Vroom Yetton/Jago Model

• 65-70 of actual decisions match model
• Quality violations are less frequent than
  acceptance violations
• 22 of decision violating model were successful
  and 68 of decisions matching model were
  successful (V Y, 1978).
• 37 for violations and 62 for matches (V J,
  1988).
• Number of rule violations is correlated with
  quality (r -.31), acceptance (r -.60) and
  overall effectiveness (r -.49)

31
Old vs New Vroom Model

• Old Model
• Quality r .24
• Commitment r . 53
• Effectiveness r .29

• New Model
• Quality r .38
• Commitment r .84
• Effectiveness r .75