Chapter 13: Leadership

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Chapter 13 Leadership

• PSYC 352

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Overview

• Leadership vs. management
• Major topics in leadership
• Theoretical approaches to leadership
• Points of convergence among approaches
• Cross-cultural leadership issues
• Diversity issues in leadership
• Concluding comments

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Leadership vs. Management

• Mintzberg (1973) stated that leadership was
  merely a form or subset of management.

• Minzberg also suggested that managers had the
  following roles or functions

• Figurehead
• Negotiator
• Liaison
• Monitor
• Disseminator

• Spokesman
• Entrepreneur
• Distribution handler
• Resource allocator

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Leadership vs. Management

• Other researchers (Bennis Nanus, 1985) suggest
  that there are differences between leaders and
  managers.
• To manage means to bring about, to accomplish,
  to have charge of or responsibility for, to
  consider!
• Leading is influencing, guiding in direction,
  course, action, opinion.
• Leaders are people who do the right thing.

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Major Topics in Leadership

• Positional power higher position more power
• The leader characteristics of leaders
• The led characteristics of followers
• The influence process coercion, manipulation,
  authority, persuasion
• Types of leader behavior instrumental,
  supportive
• The situation characteristics of situation
• Leader emergence versus leader effectiveness
  how do leaders emerge, why are they effective?

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Theoretical Approaches to Leadership

• The trait approach
• The behavioral approach
• The power and influence approach
• The situational approach
• Transformational leadership
• Charismatic leadership
• The implicit leadership theory
• Substitutes for leadership

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1. The Trait Approach
Thomas Carlyle (1907) commented thatthe history
of the world was the biography of great men

• Focuses on
• Personal attributes high energy level, tolerance
  for stress, emotional maturity, integrity,
  self-confidence
• Motivation need for power, achievement,
  affiliation
• Skills technical, conceptual, interpersonal

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2. The Behavioral Approach

• Emphasizes what leaders actually do on the job.
• 2 lines of research
• Classification of leadership behaviors into
  categories
• Identification of behaviors related to leadership
  effectiveness

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2. The Behavioral Approach How to Classify
Behavior?

• Ohio State researchers (1950)
• Initiating structure (task-oriented)
• Consideration (people-oriented)
• Yukl, Wall, and Lepsinger (1990)
• 11 generic categories of leadership behavior

• Networking
• Supporting
• Managing conflict and team building
• Motivating
• Recognizing and rewarding

• Planning and organizing
• Problem solving
• Consulting and delegating
• Monitoring
• Informing
• Clarifying

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3. Power and Influence Approach

• Emphasizes the use of power and influence
  exercised by a person within a group
• 3 major topics
• Power and leader effectiveness
• LMX theory
• Influence tactics

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3. Power and Influence Power and Leader
Effectiveness

• 5 types of power (French Raven, 1960)

• Reward
• Coercive
• Legitimate

• Expert
• Referent

• 3 outcomes of power
• Commitment
• Compliance
• Resistance
• Empirical research

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3. Power and Influence Leader-Member Exchange
(LMX)

• Emphasizes the nature of the relationship between
  a leader and her/his subordinates
• Leaders differentiate subordinates by
• Competence and skill
• Extent to which they can be trusted
• Motivation to assume greater responsibility

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3. Power and Influence Leader-Member Exchange
(LMX)

• Leaders develop relationships with each member of
  their work group (dyads)
• High quality relationships member of in-group
  greater responsibility, satisfaction
• Low quality relationships member of out-group
  less responsibility, satisfaction
• Psychological bases for exchange

• Personal contribution
• Loyalty

• Affect
• Professional respect

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3. Power and Influence Influence Tactics

• 9 influencing tactics

• Rational persuasion
• Inspirational appeals
• Consultation
• Ingratiation
• Personal appeals

• Exchange
• Coalition tactics
• Legitimating tactics
• Pressure

• Empirical research results

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4. Situational Approach

• Emphasizes situational factors (e.g., nature of
  work performed, attitudes of subordinates) that
  promote the occurrence of leadership
• Path-goal theory emphasizes the importance of
  telling followers what behaviors are needed in
  order to attain desired outcomes (House, 1971)

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4. Situational Approach Path-Goal Theory

• Leader must manifest 4 styles of behavior

• Directive
• Supportive

• Participative
• Achievement oriented

• Leaders can influence subordinates perceptions
  of jobs by
• Removing obstacles from path to desired goal
• Rewarding goal attainment
• Helping clarify paths to goals
• Conceptual limitations of theory

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5. Transformational Leadership

• Leadership is the process of inspiring a group to
  pursue goals and attain results.
• 4 components

• Idealized influence
• Inspirational motivation

• Intellectual stimulation
• Individualized consideration

• Transformational leadership is strongly related
  to work unit effectiveness especially idealized
  influence (Lowe, Kroeck, Sivasubramaniam, 1996)

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6. Charismatic Leadership

• Follower perception that a leader possesses a
  divinely inspired gift (charisma) and is unique
  and larger than life, which inspires confidence
  and support (in followers) for the ideas and
  beliefs of the leader
• Behaviors typical of charismatic leaders
• Impression management
• Articulation of appealing vision
• Communication of high expectations
• Expression of confidence
• Negative charismatics

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7. Implicit Leadership Theory

• Leadership exists only in the mind of the
  follower.
• Individuals have an idea of what a leader should
  look like they evaluate actual leaders based on
  this idea (Lord, Foti, Phillips, 1982).
• Problems with measurement

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8. Substitutes for Leadership

• Idea that there are other influences that can act
  in place of, or substitute for, formal leadership
• Four environmental sources that provide structure
  and direction (Pierce et al., 1984)
• The job itself
• Technology
• Work unit
• Leader

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Points of Convergence among Approaches

• Importance of influencing and motivating
• Importance of maintaining effective relationships
• Importance of making decisions

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Cross-Cultural Leadership Issues

• Japanese vs. American managers (Graen
  Wakabayashi, 1994)
• Language differences
• Japanese perception that Americans have
  underdeveloped sense of obligation to company
• Americans do not understand Japanese tendency to
  not use punishment for insubordination
• Americans see lack of perks as loss of status
• Americans do not spend entire career in one
  company
• There is not a single conceptualization of
  leadership

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Diversity Issues in Leadership

• Most research is based on white men
• Reasons for gender differences in leadership
• Cultural
• Biases
• Gender differences in evaluation
• Tendency for women to be evaluated lower
• More so when when their leadership style was
  stereotypically masculine
• More so when evaluators were women
• Women experience more barriers in leadership
  (Lyness Thompson, 2000)

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Conclusion

• New trends in leadership
• Managing a diverse workforce
• Leaders are not only heroes, but hero makers