Leadership

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Leadership

• Chapter Four
• Leadership Behaviors, Attitudes, and Styles

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An Effective Leader
is one who helps group members attain
productivity, including high quality and customer
satisfaction.
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Research on Leadership Styles

• Many research studies could be categorized under
  the heading of style approach, only a few
  strongly represent the idea
• Ohio state
• University of Michigan
• Studies by Blake and Mouton

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Behavioral Approaches
In the late 1940s, researchers began to explore
the notion that how a person acts determines that
persons leadership effectiveness. Instead of
searching for traits, these researchers examined
leader behaviors and their impact on the
performance and satisfaction of followers.
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The Michigan Studies

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

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University of Michigan Studies

• Studied leaders behaviors performance on small
  group performance
• Two behaviors identified
• Employee orientation
• Leaders approach with strong human relations
  emphasis
• Production orientation
• Leadership behaviors that stress technological
  advancement and production aspects of the job

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The 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.
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The Ohio State Studies

• The Ohio State Studies were conducted at about
  the same time as the Michigan Studies.
• The Ohio State Studies found that leaders engaged
  in two separate sets of leadership behaviors,
  referred to as consideration and initiating
  structure.

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Ohio State Studies

• Leader Behavior Description Questionnaire (LDBQ)
• Administered to hundreds of individuals in
  various fields
• Two general types of leader behaviors
• Initiating structure (Task)
• Consideration (Relational)

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The 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.

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Initiating Structure

• Organizing and defining relationships in the
  group by engaging in such activities as assigning
  specific tasks, specifying procedures to be
  followed, scheduling work, and clarifying
  expectations for team members
• Also referred to as production emphasis, task
  orientation, and task motivation

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Consideration

• The degree to which the leader creates an
  environment of emotional support, warmth,
  friendliness, and trust
• Involves being friendly and approachable, looking
  out for the personal welfare of the group,
  keeping the group abreast of new developments,
  and doing small favors for the group

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Four Combinations of Initiating Structure and
Consideration
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Results

• Behaviors viewed as distinct and independent (two
  different continua)
• The degree to which a leader exhibited one
  behavior was not related to the degree to which
  he or she exhibited the other behavior
• When two behaviors were treated as independent
  orientations, leaders were seen as being able to
  be oriented to both
• Determining how a leader optimally mixed task
  and relationship behaviors has been the central
  task for research in style approach

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Why Trait and Behavior Approaches Fall Short
Trait approaches consider personal
characteristics of the leader that may be
important in achieving success in a leadership
role.
A shortcoming of both of these approaches is that
they fail to take into account the interaction
between people, tasks, and environment.
Behavioral approaches attempt to specify which
kinds of leader behaviors are necessary for
effective leadership.
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Style Approach

• Emphasizes the behavior of the leader
• Focuses exclusively on what leaders do and how
  they act
• Explains how leaders combine two kinds of
  behaviors to influence subordinates in efforts to
  reach a goal

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Task-Related LeadershipAttitudes and Behaviors

• Adaptability to the situation
• Direction setting
• High performance standards
• Risk taking and a bias for action
• Hands-on guidance and feedback
• Stability of performance
• Ability to ask tough questions

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Task Behaviors vs. Relational Behaviors

• Task Behaviors
• Facilitates goal accomplishment
• Relationship Behaviors
• Help subordinates feel comfortable with
  themselves, with each other, and with the groups
  situation

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Relationship-OrientedAttitudes and Behaviors

• Aligning and mobilizing people
• Concert building
• Creating inspiration and visibility
• Satisfying higher-level needs
• Giving emotional support and encouragement
• Promoting principles and values
• Being a servant leader

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Servant Leadership

• Place service before self-interest
• Listen first to express confidence in others
• Inspire trust by being trustworthy
• Focus on what is feasible to accomplish
• Lend a hand
• Provide tools

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360-Degree Feedback

• A formal evaluation of superiors based on input
  from people who work for and with them
• Often referred to as multisource feedback or
  multirater feedback
• Most often used for leadership and management
  development

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A 360-Degree Feedback Chart
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Leadership Style

• The relatively consistent pattern of behavior
  that characterizes a leader
• Often based on the dimensions of initiating
  structure and consideration
• Examples Hes a real command-and-control type,
  shes a consensus leader.

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Participative Leadership

• Participative leaders share decision making with
  group members
• Three subtypes
• Consultative leaders confer with group members
• Consensus leaders strive for consensus among
  group members
• Democratic leaders confer final authority to the
  group

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Autocratic Leadership

• Autocratic leaders retain most of the authority
  for themselves
• Autocratic leaders make decisions confidently,
  assume that group members will comply, and are
  not overly concerned with group members
  attitudes toward a decision

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Leadership Grid Styles

• The Leadership Grid simultaneously specifies
  concern for production and concern for people
• Leadership Grid styles include
• Authority-Compliance
• Country Club Management
• Impoverished Management
• Middle-of-the-Road Management
• Team Management

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Blake and Moutons Leadership Grid of Style
Approach

• Most well-known model of leader behavior
• Explains how leaders help organizations to reach
  their purposes through two factors
• Concern for production
• How a leader is concerned with achieving
  organizational tasks
• Concern for people
• How a leader attends to the people with the
  organization who are trying to achieve its goals.

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Blake and Moutons Leadership Grid of Style
Approach

• Joins concern for production and concern for
  people on two intersecting axes
• X axis concern for results
• Y axis concern for people
• Portrays five major leadership styles
• Authority-Compliance (9,1)
• Country Club management (1,9)
• Impoverished management (1,1)
• Middle-of-the-Road management (5,5)
• Team management (9,9)

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Authority-Compliance Management

• Places heavy emphasis on task and job
  requirements
• Less emphasis on people
• Communication under-emphasized
• Leadership is controlling, demanding, and
  overpowering

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Country Club Management

• Low concern for task accomplishment
• High concern for interpersonal relationships
• De-emphasis on production
• Leadership characterized as agreeable, eager to
  help, comforting, and uncontroversial

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Impoverished Management

• No concern for task, as well as interpersonal
  relationships
• Going through the motions with lack of
  involvement
• Leaderships described as indifferent,
  noncommittal, resigned, and apathetic

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Middle-of-the-Road Management

• Leaders are compromisers
• Immediate concern for task and interpersonal
  relationship
• Leader avoids conflict and emphasizes moderate
  levels of production and relations with others to
  establish equilibrium
• Leaders are described as one who is expedient,
  soft-pedals disagreement, and is interested in
  group progress over their own convictions

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Team Management

• Places strong emphasis on both tasks and
  interpersonal relationships
• Promotes high degree of participation and
  teamwork
• Satisfies a basic need in employees to be
  involved and committed to their work
• Leaders characterized as clear, open-minded,
  determined, and one who stimulates participation

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Combined Styles

• Blake and his colleagues have identified two
  styles that incorporate multiple aspects of the
  grid
• Paternalism/Maternalism
• Leaders uses both (1,9) and (9,1) styles but does
  not integrate the two
• Opportunistic
• Leader uses any combination of the basic five
  styles for purpose of personal advancement

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How does the Style Approach work?

• Provides framework for assessing leadership
  behaviors in a broad way and general way
• Gives leaders a way to look at their behavior by
  sub-dividing it into the two dimensions
• Reminds leaders that their impact occurs through
  both the task they perform and the relationship
  they create.

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Strengths and Weaknesses of the Style Approach

• Strengths
• Easily applied
• Studies on leadership style validates and gives
  credibility to the approach
• Provides core of the leadership process
• Can be used as a heuristic (cognitive map)
• Approach applies to everything a leader does
• Weaknesses
• Hasnt adequately shown how leaders styles are
  associated with performance outcomes
• There is no universal leadership style
• Implies that the most effective leadership style
  is the Team Management style (9,9)

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Entrepreneurial Leadership

• Strong achievement drive and sensible
  risk-taking
• High degrees of enthusiasm and creativity
• Tendency to act quickly when opportunity arises
• Constant hurry combined with impatience
• Visionary perspective

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Entrepreneurial Leadership

• Dislike of hierarchy and bureaucracy
• Preference for dealing with external customers
• Eye on the future

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Gender Differences in Leadership Style

• One researcher concluded that men tended toward a
  command-and-control style. In contrast, women
  tended toward a transformational style, relying
  heavily on interpersonal skills.
• While researchers found leadership style
  differences between men and women, on the
  dimension of overall effectiveness, the sexes
  were perceived the same.