Leadership

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Leadership
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Questions to Ponder

• What is leadership?
• A personal attribute of the leader?
• Leading behaviors?
• Characteristics of groups?
• What makes a good leader?
• Personality traits?
• Favorable situation?
• Interaction between situation and traits?
• Where does a leaders power come from?

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What Makes a Good Leader vs. Who Becomes a Leader?

• Leader effectiveness
• The study of what makes a leader good or
  effective
• Leader emergence
• The study of who will emerge as a leader and why
• The two are not always the same thing
• can get a leader who is completely ineffective
• good workers dont always make good bosses

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Where does a leaders power come from?

• Expert Power
• leader has knowledge others need
• others know s/he has the knowledge
• Legitimate Power
• power by virtue of the hierarchical nature of
  supervisor-subordinate

• Reward Power
• power to control rewards such as salary, bonuses,
  promotions, praise
• Coercive Power
• power to punish AND willingness to use power
• Referent Power
• power because others like you and want you to
  like them

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Theories of Leadership

• Trait Theories
• Needs for power, achievement, and affiliation
• Task vs. Person orientation
• Situational Approach
• Vroom-Yetton model of decision making ((described
  in Ch. 14)
• Situation/Trait Interaction Theories
• Fiedlers contingency approach

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McClellands Need Theory

• High performance leaders will demonstrate
• high Need for Power
• low Need for Affiliation
• Presidential Examples
• High Power and Low Affiliation
• Reagan, FDR
• Low Power and High Affiliation
• Harding, Nixon
• What about need for achievement?
• Theory doesnt say (Carter Nixon)

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Task vs. Person Orientation

• Difference in leader performance can be
  explained by extent to which leader is task vs.
  person oriented
• Task-oriented leaders
• manage/lead by instruction, goal setting
• task-focused
• Person-oriented leaders
• show concern for subordinates
• are warm and supportive
• are more hands-off

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Predictions of Task vs. Person Orientations
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Situational Approach (Vroom-Yettons Model of
Decision Making)

• Seven questions a leader must answer
• A) Is the quality of the decision important?
• B) Do I have sufficient information to make a
  high-quality decision?
• C) Is the problem structured?
• D) Is acceptance of the decision by subordinates
  important for effective implementation?
• E) If I were to make the decision by myself, is
  it reasonably certain that is would be accepted
  by my subordinates?
• F) Are subordinates motivated to attain
  organizational goals?
• G) Are subordinates likely to disagree with
  proposed solutions?

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The Decision Making Tree
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Decision Making Types

• Autocratic Decision Making
• AI You make decision yourself with current
  information
• AII You obtain needed info from subordinates,
  then make decision yourself
• Consulting Decision Making
• CI You share problem with subordinates
  individually and gather their input. You make
  decision that may or may not reflect their input.
• CII Same as CI but gather input from
  subordinates in a group
• Group Decision Making
• GII Share problem with subordinates as a group.
  Collectively, you generate and evaluate
  alternatives. You choose a solution that has
  group consensus.

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Fiedlers Contingency Model

• A leaders effectiveness is contingent on
• the characteristics of the situation
• the leadership style
• Leadership will be effective only if there is a
  good match between the specific leadership style
  and the favorability particular situation

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Defining Leadership Style

• How do you rate the person you least like to work
  with?
• If nasty, unfriendly, unpleasant, gloomy
• Low LPC (task-oriented)
• If friendly, pleasant, cheerful
• High LPC (person-oriented)

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Situation Favorability

• Situation is more favorable if
• task is structured
• leader has clear legitimate power
• subordinates like the leader
• most important variable

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Predicting Leader Success
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Which type of leader will be most effective??

• Well-liked experienced supervisor in charge of a
  production line
• Well-liked departmental chair with many tenured
  faculty charged with the mission of improving
  teaching, research, and service
• Not-well liked president of volunteer student
  club trying to organize club activities for the
  year

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Putting It All Together

• The best leaders are
• intelligent,
• high self-monitors,
• high in task and person orientations,
• have high need for power, but low need for
  affiliation,
• and are emotionally stable
• The more skills the leader has, the more the
  leader will be able to adapt to the situation
• The more the leader is able to recognize the true
  situation and his/her own leadership style, the
  more likely it is s/he will make the correct
  decision