LEADERSHIPChapter11..........LEADERSHIPChapter11..........LeadershipMatters….Intellectually

historically,psychologically,sociologicallyPolitically

societally,culturally,globally,communally,&perhapsidealistically

Practically

productively,economically,idealisticallyPersonallyinterpersonally,ethically,selfishlyScientificallyempirically,conceptually

..........LeadershipMatters….IntellectuWhatisLeadership?“Theprocessofinfluencingtheactivitiesofanorganizedgroupinitseffortstowardgoalsettingandgoalachievement”

(Stogdill,1950,p.3)

Threekeycomponentstothisdefinition:-aninterpersonalprocessbetweenonepersonandagroup-can’thave‘leaders’without‘followers’-criterionforeffectiveleadership=goalachievement..........WhatisLeadership?“TheproceWhatisLeadership?

Leadership:guidanceofothersintheirpursuits,oftenbyorganizing,directing,coordinating,supporting,andmotivatingtheirefforts.ReciprocalTransactionalTransformationalCooperativeAdaptive

..........WhatisLeadership?LeadershipLeadershipMyths?Leadershipispower(withpeopleratherthanoverpeople)Leadersareborn(butleadersarealso“made”)Allgroupshaveleaders(largegroupstendtorequirealeader)Peopleresisttheirleaders(mostgroupsaccepttheneedforaleader)..........LeadershipMyths?..........Leadershipmyths(cont.)LeadersmakeorbreaktheirgroupsThe“romanceofleadership”exaggeratestheimpactofaleaderLeadersdomakeadifference(e.g.,sportsteams)..........Leadershipmyths(cont.).....WhoWillLead?PerspectivesonleadershipemergenceTraitModel:ThegreatleadertheorySituationalModelInteractionalModel:dependsontheleader,followers,andthegroupsituation...........WhoWillLead?Perspectiveson

TheGreatManTheoryEarlyexplanationsofleadershipstudiedthe“traits”ofgreatleaders“Greatman”theories(Gandhi,Lincoln,Napoleon)Beliefthatpeoplewerebornwiththesetraitsandonlythegreatpeoplepossessedthem..........TheGreatManTheoryEarlyexpPersonalqualitiesofleaders

Personalitytraits,suchasextraversion,conscientiousness,andopenness.Intelligenceandemotionalintelligence(degreeofsocialskill).Expertise,skill,andexperience.Levelofparticipationindiscussion:the“babbleeffect.”

TheGreatManTheory..........PersonalqualitiesofleadersDemographicbackgroundofleaders

Height,weight,&ageEthnicitySex:Biasagainstwomen(eventhoughtwomenpossessmoreskillsneededtobeasuccessfulleader).Implicitleadershiptheories(ILTs):membersgeneralbeliefsaboutthequalitiesofleadersEagly’ssocialroletheory:ILTsarenotconsistentwithintuitiveexpectationsaboutmen&women:“thinkleader,thinkmale”

WhoWillLead?(cont)..........DemographicbackgroundofleadContingencyApproachesContingencyapproaches:approachesthatseektodelineatethecharacteristicsofsituationsandfollowersandexaminetheleadershipstylesthatcanbeusedeffectivelyFiedler’scontingencymodel:amodeldesignedtodiagnosewhetheraleaderistask-orientedorrelationship-orientedandmatchleaderstyletothesituation..........ContingencyApproachesContingeContingencyTheory(Fiedler1978)Leadershipeffectivenessisdeterminedbytheinteractionbetweentheleader'spersonalcharacteristicsandthecharacteristicsofthesituationLeadersareclassifiedasperson?orientedortask?oriented(whichtypewillbemoreeffectivedependsontheleader'sdegreeofsituationalcontrol)Controldependsonrelationshipbetweenleader/followers,thedegreeoftaskstructure,andtheleader'sauthority(positionpower)..........ContingencyTheory(Fiedler19MeasuringMotivationalStyleLeastPreferredCoworkerScale,orLPCscale.“Thinkofthepersonwhomyouleastliketoworkwith”TheLPCScale..........MeasuringLeastPreferredCowLPCScaleHeorshemaybesomeoneyouworkwithnoworsomeoneyouknewinthepast.Thiscoworkerdoesnothavetobethepersonyoulikeleastbutshouldbethepersonwithwhomyouhadthemostdifficultyingettingajobdone...........LPCScaleHeorshemaybe HighLPCleadersmosteffectivein“moderately”favorablesituations LowLPCleadersmosteffectiveinveryfavorableorveryunfavorablesituationsInmoderatesituations,correlationbetweenLPC&EffectivenessisPOSITIVEInhighlyfavorable/unfavorablesituations,correlationbetweenLPC&EffectivenessisNEGATIVEFiedler’sContingencyTheory

LPCScale

.......... HighLPCleadersmosteffectiContingencyTheory(Fiedler1978)Thetask?orientedleaderwillbeeffectiveinextremelyfavorableorextremelyunfavorablesituationsTheperson?orientedleaderwillbemoreeffectiveinmoderatelyfavorablesituationsCriticismsincludemostofresearchwasinthelab..........ContingencyTheory(Fiedler19Path?GoalTheory(House1971)Path?goaltheoryfocusesonthekindsofleaderbehaviorsthatallowsubordinatestoachievepersonalandorganizationalgoalsFourleadershipstylescanbeadoptedtofacilitateemployeeattainmentofgoalsDirectiveSupportiveParticipativeAchievement?oriented..........Path?GoalTheory(House1971)PPath-GoalSituationsandPreferredLeaderBehaviorsSituationLeaderBehaviorImpactonFollowerOutcomeSupportiveLeadershipDirectiveLeadershipAchievement-OrientedLeadershipParticipativeLeadershipFollowerslackself-confidenceAmbiguousjobLackofjobchallengeIncorrectrewardIncreasesconfidencetoachieveworkoutcomesClarifiespathtorewardSetandstriveforhighgoalsClarifiesfollowers’needstochangerewardsIncreasedeffort;improvedsatisfactionandperformance..........Path-GoalSituationsandPrefePath?GoalTheory(House1971)ThemosteffectiveleadershipstyledependsonthesituationandthecharacteristicsofthesubordinatesRequiresleaderflexibilityDirectivestyleworksbestwithunskilledworkersSupportiveleadershipworksbestwithhighlyskilledworkersTheoryisdifficulttotestandoperationalize..........Path?GoalTheory(House1971)TSituationalTheory-HerseyandBlanchard(1978)

HerseyandBlanchard’sextensionoftheLeadershipGridfocusingonthecharacteristicsoffollowersastheimportantelementofthesituation,andconsequently,ofdeterminingeffectiveleaderbehavior.HerseyandBlanchardsuggestthatgroupsbenefitfromleadershipthatmesheswiththedevelopmentalstageofthegroup.

Effectivenessdependsontheleader'staskandrelationshipbehaviors.TheLeadershipGrid:Blake&Moutonassumethatpeoplevaryintheirconcernforothersandintheirconcernforresultsandthatindividualswhoarehighonbothdimensions(9,9)arethebestleaders...........SituationalTheory-HerseyanHerseyandBlanchard’sSituationalTheoryofLeadershipFollowerCharacteristicsAppropriateLeaderStyleLowreadinesslevelModeratereadinesslevelHighreadinesslevelVeryhighreadinesslevelTelling(hightask-lowrelationship)Selling(hightask-highrelationship)Participating(lowtask-highrel.)Delegating(lowtask-lowrelationship)..........HerseyandBlanchard’sSituatiLeader?MemberExchangeTheory(LMX)(Graen&Schlieman1978)Leader?memberexchangetheory(LMX)focusesonhowtheleader?followerrelationshipaffectstheleadershipprocessSubordinatesareoftwotypes:"in?group"and"out?group"In?groupemployeesareviewedbytheleaderascompetent,trustworthy,andhighlymotivatedOut?groupemployeesareviewedasincompetent,untrustworthy,andpoorlymotivated..........Leader?MemberExchangeTheoryLeader?MemberExchangeTheory(LMX)(Graen&Schlieman1978)Twoleadershipstyles:supervision(basedonformalauthority)andleadership(basedonpersuasion)Leadersusesupervisionwithout?groupemployees,andleadershipwithin?groupmembersLeadersandin?groupmembersestablishpersonalrelationshipsleadingtomutualsupportandunderstandingHigh?LMXrelationshipgroupstendstooutperformlow?LMXrelationshipgroups..........Leader?MemberExchangeTheoryTransactionalvs.TransformationalLeadersTransactionalleadersfocusonthesocialinteractionsbetweenleadersandfollowersItisbasedonfollowers'perceptionsofandexpectationsabouttheleadersabilitiesThebehavioroftransactionalleadersdependsonwhattheirfollowersthinkofthem..........Transactionalvs.TransformatiTransformationalLeadersTransformationalleadersarenotconstrainedbytheirfollowers'perceptionsbutarefreetoacttotransform(change)theirfollowers'viewsTheychallengeandinspirewithasenseofpurposeandexcitementTheycreateavisionandcommunicateitwhileacceptingfeedbackandsuggestions..........TransformationalLeaders......TransformationalLeadershipCommunicatingtheVisionModelingtheVisionCreatingaStrategicVisionBuildingCommitmentElementsofTransformationalLeadership..........TransformationalCommunicatingMWhoisthis?..........Whoisthis?..........Whoisthis?..........Whoisthis?..........TransformationalLeaders…DonotacceptthestatusquoCreateagraphicandcompellingvisionofthefutureActasrolemodelsAreoftenreferredtoas“tough”EnergiseandinspireothersAresaidtobe“charismatic”Areveryinstrumentalintimesofturbulence/crisesProvidesenseofindividualconsiderationProvidestimulation(intellectualandemotional)

(JamesMacGregorBurns,1978)..........TransformationalLeaders…DonoWhatdoyouthinkarethekeyqualitiesofeffectiveleaders?

1._____________________________2._____________________________3._____________________________4._____________________________5._____________________________..........WhatdoyouthinkarethekeyLeadershipStylesAuthoritarianleadershipresultswhenleadersmakeallthedecisionsandtellfollowerswhattodoAuthoritarianleadershipworksbestwhensituationsrequirerapidandefficientjobperformanceGroupperformancesufferswhenleaderisunderstressDemocraticleadershipresultswhenleadersandfollowersdiscussproblemsandmakedecisionsjointly..........LeadershipStylesAuthoritarianPersonalityVariable

MotivationalStructureorLeadershipStyle“Inoversimplifiedterms,…theleadermanagesthegroupineitheroftwoways.Hecan:Tellpeoplewhattodoandhowtodoit.Orsharehisleadershipresponsibilitieswithhisgroupmembersandinvolvethemintheplanningandexecutionofthetask.”Fielder,HarvardBusinessReview,p.116..........PersonalityVariableMotivatioAuthenticLeadershipOwningone’sownpersonalexperiences(values,thoughts,emotionsandbeliefs)andactinginaccordancewithone’strueself”

Leader-followerrelationshipscharacterisedby:transparency,openness&trustguidancetowardsworthyobjectivesemphasisonfollowerdevelopment

(WilliamGardineretal,2005)..........AuthenticLeadershipOwningonMoralLeadership“Asaconcept,leadershipshouldmeanasetofvaluesdedicatedtopromotinghumandevelopmentforthecommongoodofpeopleinademocraticenvironment,bothatthenationalandinternationallevels”

(AdelSafty,2003)“Themodernleaderiswillingtotakeresponsibilitywithoutwaitingforarequestorbureaucraticpermission”

(RonaldHeifertz,2003)..........MoralLeadership“Asaconcept,Sexdifferencesinleadershipeffectiveness:WomentendtoadoptparticipativeandtransformationalstylesofleadershipMenaremorelikelytoenactautocratic,laissez-faire,andtransactionalstyles.

Leadership&GenderDifferences..........SexdifferencesinleadershipLeadershipandEmotions“Anemotionallyintelligentleadercanmonitorhisorhermoodsthroughself-awareness,changethemforthebetterthroughself-management,understandtheirimpactthroughempathy,andactinwaysthatboostothers’moodsthroughrelationshipmanagement”

(Goleman,Boyatzis&McKee,2001)..........LeadershipandEmotions“AnemoDistributedLeadership“Inthetwenty-firstcenturyorganization,weneedtoestablishcommunitieswhereeveryonesharestheexperienceofservingasaleader,notsequentially,butconcurrentlyandcollectively.TheseIcallleaderfulorganizations.”

(JosephRaelin,2003,p.xi)“Themodelmakesthecasefortheendofleadershipaswecommonlyknowit—thatis,rank-basedmanagement—andintroducesamethodfordevelopinganorganisationintoatruesocietyofpeers.Icallthismodelthepeer-basedorganization”. (JeffreyNielsen,2004,p.x)

..........DistributedLeadership“IntheLevel5LeadershipHierarchy

Level5:ExecutivebuildsenduringgreatnessthroughaparadoxicalblendofpersonalhumilityandprofessionalwillLevel4:EffectiveLeadercatalysescommitmenttovigorouspursuitofaclearandcompellingvision,stimulatinghigherperformancestandardsLevel3:CompetentManagerorganisespeopleandresourcestowardtheeffectiveandefficientpursuitofpredeterminedobjectivesLevel2:ContributingTeamMembercontributesindividualcapabilitiestotheachievementofgroupobjectivesandworkseffectivelywithothersinagroupsettingLevel1:HighlyCapableIndividualmakesproductivecontributionsthroughtalent,knowledge,skillsandgoodworkhabits

(JimCollins,2001,GoodtoGreat)..........Level5LeadershipHierarchyLLEADERSHIPChapter11..........LEADERSHIPChapter11..........LeadershipMatters….Intellectually

historically,psychologically,sociologicallyPolitically

societally,culturally,globally,communally,&perhapsidealistically

Practically

productively,economically,idealisticallyPersonallyinterpersonally,ethically,selfishlyScientificallyempirically,conceptually

..........LeadershipMatters….IntellectuWhatisLeadership?“Theprocessofinfluencingtheactivitiesofanorganizedgroupinitseffortstowardgoalsettingandgoalachievement”

(Stogdill,1950,p.3)

Threekeycomponentstothisdefinition:-aninterpersonalprocessbetweenonepersonandagroup-can’thave‘leaders’without‘followers’-criterionforeffectiveleadership=goalachievement..........WhatisLeadership?“TheproceWhatisLeadership?

Leadership:guidanceofothersintheirpursuits,oftenbyorganizing,directing,coordinating,supporting,andmotivatingtheirefforts.ReciprocalTransactionalTransformationalCooperativeAdaptive

..........WhatisLeadership?LeadershipLeadershipMyths?Leadershipispower(withpeopleratherthanoverpeople)Leadersareborn(butleadersarealso“made”)Allgroupshaveleaders(largegroupstendtorequirealeader)Peopleresisttheirleaders(mostgroupsaccepttheneedforaleader)..........LeadershipMyths?..........Leadershipmyths(cont.)LeadersmakeorbreaktheirgroupsThe“romanceofleadership”exaggeratestheimpactofaleaderLeadersdomakeadifference(e.g.,sportsteams)..........Leadershipmyths(cont.).....WhoWillLead?PerspectivesonleadershipemergenceTraitModel:ThegreatleadertheorySituationalModelInteractionalModel:dependsontheleader,followers,andthegroupsituation...........WhoWillLead?Perspectiveson

TheGreatManTheoryEarlyexplanationsofleadershipstudiedthe“traits”ofgreatleaders“Greatman”theories(Gandhi,Lincoln,Napoleon)Beliefthatpeoplewerebornwiththesetraitsandonlythegreatpeoplepossessedthem..........TheGreatManTheoryEarlyexpPersonalqualitiesofleaders

Personalitytraits,suchasextraversion,conscientiousness,andopenness.Intelligenceandemotionalintelligence(degreeofsocialskill).Expertise,skill,andexperience.Levelofparticipationindiscussion:the“babbleeffect.”

TheGreatManTheory..........PersonalqualitiesofleadersDemographicbackgroundofleaders

Height,weight,&ageEthnicitySex:Biasagainstwomen(eventhoughtwomenpossessmoreskillsneededtobeasuccessfulleader).Implicitleadershiptheories(ILTs):membersgeneralbeliefsaboutthequalitiesofleadersEagly’ssocialroletheory:ILTsarenotconsistentwithintuitiveexpectationsaboutmen&women:“thinkleader,thinkmale”

WhoWillLead?(cont)..........DemographicbackgroundofleadContingencyApproachesContingencyapproaches:approachesthatseektodelineatethecharacteristicsofsituationsandfollowersandexaminetheleadershipstylesthatcanbeusedeffectivelyFiedler’scontingencymodel:amodeldesignedtodiagnosewhetheraleaderistask-orientedorrelationship-orientedandmatchleaderstyletothesituation..........ContingencyApproachesContingeContingencyTheory(Fiedler1978)Leadershipeffectivenessisdeterminedbytheinteractionbetweentheleader'spersonalcharacteristicsandthecharacteristicsofthesituationLeadersareclassifiedasperson?orientedortask?oriented(whichtypewillbemoreeffectivedependsontheleader'sdegreeofsituationalcontrol)Controldependsonrelationshipbetweenleader/followers,thedegreeoftaskstructure,andtheleader'sauthority(positionpower)..........ContingencyTheory(Fiedler19MeasuringMotivationalStyleLeastPreferredCoworkerScale,orLPCscale.“Thinkofthepersonwhomyouleastliketoworkwith”TheLPCScale..........MeasuringLeastPreferredCowLPCScaleHeorshemaybesomeoneyouworkwithnoworsomeoneyouknewinthepast.Thiscoworkerdoesnothavetobethepersonyoulikeleastbutshouldbethepersonwithwhomyouhadthemostdifficultyingettingajobdone...........LPCScaleHeorshemaybe HighLPCleadersmosteffectivein“moderately”favorablesituations LowLPCleadersmosteffectiveinveryfavorableorveryunfavorablesituationsInmoderatesituations,correlationbetweenLPC&EffectivenessisPOSITIVEInhighlyfavorable/unfavorablesituations,correlationbetweenLPC&EffectivenessisNEGATIVEFiedler’sContingencyTheory

LPCScale

.......... HighLPCleadersmosteffectiContingencyTheory(Fiedler1978)Thetask?orientedleaderwillbeeffectiveinextremelyfavorableorextremelyunfavorablesituationsTheperson?orientedleaderwillbemoreeffectiveinmoderatelyfavorablesituationsCriticismsincludemostofresearchwasinthelab..........ContingencyTheory(Fiedler19Path?GoalTheory(House1971)Path?goaltheoryfocusesonthekindsofleaderbehaviorsthatallowsubordinatestoachievepersonalandorganizationalgoalsFourleadershipstylescanbeadoptedtofacilitateemployeeattainmentofgoalsDirectiveSupportiveParticipativeAchievement?oriented..........Path?GoalTheory(House1971)PPath-GoalSituationsandPreferredLeaderBehaviorsSituationLeaderBehaviorImpactonFollowerOutcomeSupportiveLeadershipDirectiveLeadershipAchievement-OrientedLeadershipParticipativeLeadershipFollowerslackself-confidenceAmbiguousjobLackofjobchallengeIncorrectrewardIncreasesconfidencetoachieveworkoutcomesClarifiespathtorewardSetandstriveforhighgoalsClarifiesfollowers’needstochangerewardsIncreasedeffort;improvedsatisfactionandperformance..........Path-GoalSituationsandPrefePath?GoalTheory(House1971)ThemosteffectiveleadershipstyledependsonthesituationandthecharacteristicsofthesubordinatesRequiresleaderflexibilityDirectivestyleworksbestwithunskilledworkersSupportiveleadershipworksbestwithhighlyskilledworkersTheoryisdifficulttotestandoperationalize..........Path?GoalTheory(House1971)TSituationalTheory-HerseyandBlanchard(1978)

HerseyandBlanchard’sextensionoftheLeadershipGridfocusingonthecharacteristicsoffollowersastheimportantelementofthesituation,andconsequently,ofdeterminingeffectiveleaderbehavior.HerseyandBlanchardsuggestthatgroupsbenefitfromleadershipthatmesheswiththedevelopmentalstageofthegroup.

Effectivenessdependsontheleader'staskandrelationshipbehaviors.TheLeadershipGrid:Blake&Moutonassumethatpeoplevaryintheirconcernforothersandintheirconcernforresultsandthatindividualswhoarehighonbothdimensions(9,9)arethebestleaders...........SituationalTheory-HerseyanHerseyandBlanchard’sSituationalTheoryofLeadershipFollowerCharacteristicsAppropriateLeaderStyleLowreadinesslevelModeratereadinesslevelHighreadinesslevelVeryhighreadinesslevelTelling(hightask-lowrelationship)Selling(hightask-highrelationship)Participating(lowtask-highrel.)Delegating(lowtask-lowrelationship)..........HerseyandBlanchard’sSituatiLeader?MemberExchangeTheory(LMX)(Graen&Schlieman1978)Leader?memberexchangetheory(LMX)focusesonhowtheleader?followerrelationshipaffectstheleadershipprocessSubordinatesareoftwotypes:"in?group"and"out?group"In?groupemployeesareviewedbytheleaderascompetent,trustworthy,andhighlymotivatedOut?groupemployeesareviewedasincompetent,untrustworthy,andpoorlymotivated..........Leader?MemberExchangeTheoryLeader?MemberExchangeTheory(LMX)(Graen&Schlieman1978)Twoleadershipstyles:supervision(basedonformalauthority)andleadership(basedonpersuasion)Leadersusesupervisionwithout?groupemployees,andleadershipwithin?groupmembersLeadersandin?groupmembersestablishpersonalrelationshipsleadingtomutualsupportandunderstandingHigh?LMXrelationshipgroupstendstooutperformlow?LMXrelationshipgroups..........Leader?MemberExchangeTheoryTransactionalvs.TransformationalLeadersTransactionalleadersfocusonthesocialinteractionsbetweenleadersandfollowersItisbasedonfollowers'perceptionsofandexpectationsabouttheleadersabilitiesThebehavioroftransactionalleadersdependsonwhattheirfollowersthinkofthem..........Transactionalvs.TransformatiTransformationalLeadersTransformationalleadersarenotconstrainedbytheirfollowers'perceptionsbutarefreetoacttotransform(change)theirfollowers'viewsTheychallengeandinspirewithasenseofpurposeandexcitementTheycreateavisionandcommunicateitwhileacceptingfeedbackandsuggestions..........TransformationalLeaders......TransformationalLeadershipCommunicatingtheVisionModelingtheVisionCreatingaStrategicVisionBuildingCommitmentElementsofTransformationalLeadership..........TransformationalCommunicatingMWhoisthis?..........Whoisthis?..........Whoisthis?..........Whoisthis?..........TransformationalLeaders…DonotacceptthestatusquoCreateagraphicandcompellingvisionofthefutureActasrolemodelsAreoftenreferredtoas“tough”EnergiseandinspireothersAresaidtobe“charismatic”Areveryinstrumentalintimesofturbulence/crisesProvidesenseofindividualconsiderationProvidestimulation(intellectualandemotional)

(JamesMacGregorBurns,1978)..........TransformationalLeaders…DonoWhatdoyouthinkarethekeyqualitiesofeffectiveleaders?

1._____________________________2._____________________________3._____________________________4._____________________________5._____________________________..........WhatdoyouthinkarethekeyLeadershipStylesAuthoritarianleadershipresultswhenleadersmakeallthedecisionsandtellfollowerswhattodoAuthoritarianleadershipworksbestwhensituationsrequirerapidandefficientjobperformanceGroupperformancesufferswhenleaderisunderstressDemocraticleadershipresultswhenleadersandfollowersdiscussproblemsandmakedecisionsjointly..........LeadershipStylesAuthoritarianPersonalityVariable

MotivationalStructureorLeadershipStyle“Inoversimplifiedterms,…theleadermanagesthegroupineitheroftwoways.Hecan:Tellpeoplewhattodoandhowtodoit.Orsharehisleadershipresponsibilitieswithhisgroupmembersandinvolvethemintheplanningandexecutionofthetask.”Fielder,HarvardBusinessReview,p.116..........PersonalityVariableMotivatioAuthenticLeadershipOwningone’sownpersonalexperiences(values,thoughts,emotionsandbeliefs)andactinginaccordancewithone’struese