Leadership Read it all! Mu-hu-ha-ha-ha!

16 LeadershipRead it all! Mu-hu-ha-ha-ha! Chapter

Ch. 16 Learning Objectives • Define leadership and explain how it differs from management. • Review trait theory research and the takeaways from this theoretical perspective. • Explain behavioral styles theory and its implications. • Explain, according to Fiedler’s contingency model, how leadership style interacts with situational control. • Discuss House’s revised path-goal theory. • Discuss how transformational leadership transforms followers and work groups. • Explain the leader-member exchange model of leadership.

Great presidents George Washington (Federalist) Abraham Lincoln (R) Franklin D. Roosevelt (D) Near Great Thomas Jefferson (R) Andrew Jackson (D) Theodore Roosevelt (R) Harry Truman (D) Dwight Eisenhower (R) Ronald Reagan (R) John F. Kennedy (D) Average George Bush (R) Bill Clinton (D) Below Average Richard Nixon (R) Jimmy Carter (D) Who makes a great president?

A Leader Is Someone Who… • …influences a group of individuals to achieve a common goal.

Trait approaches Behavioral approaches Contingency approaches Transformational Approaches Emerging Approaches Approaches to Studying Leadership

Pop Quiz #8 • Broadly speaking, managers generally perform activities associated with ________ while leaders’ activities are associated with _____________: • Networking; hiring talented employees • Inspiring employees; managing resources • Planning and organizing; creating a vision • Entropic supply fidelity; diluting backward synergies

Leaders and Managers LeadersManagers • Inspire & Motivate • Manage People • Are Decisive • Create a Vision • Execute vision • Manage Resources • Plan, organize, direct, • control Managers who are also leaders

Trait Approach to Leadership • Identify attributes that leaders possess

Key Leadership Traits Integrity Determination Intelligence Self-confidence Sociability Masculinity Emotional Stability Conscientiousness Modesty ? ? ? ?

Some specific leader behaviors…

Behavioral Styles Theory Ohio State Studies Low Consideration High Consideration Behavior Behavior Low Initiating High Initiating Structure Behavior Structure Behavior

Four Leadership Styles High Seeks input from others before taking action; gets consensus Emphasizes reaching the goal while welcoming suggestions and encouraging consensus Showing Consideration Passive, noncommittal, low impact on followers Takes charge, structures employees tasks Low Low High Initiating Structure

Pop quiz #9! Natalie tends to ensure her team is on board with any decision she makes. However, the productivity of her team is below the level of other teams in her business unit. Based on the Ohio State leadership studies Natalie is probably: • High on consideration, high on initiating structure • High on consideration, low on initiating structure • Low on consideration, low on initiating structure • Low on consideration, high on initiating structure

What’s your take? • What is the most important part of being a leader? • Overall, what would be the single most important trait for a leader to have? • Are good leaders born or made? • Are there any physical attributes that may contribute to a person’s success as a leader? • Do leaders make good leaders or do those who are led make the leaders good? Is a leader only as good as the people he or she is leading?

Contingency Approaches to Leadership • Effective traits and behaviors depend on the situation • Fiedler’s Contingency Theory • Premise: There must be a match between the leader’s style and the demands of the situation. • Assumption: Leadership style does not change. In the event of a mismatch, change the situation.

Fiedler’s Contingency Theory Situation depends on three variables: 1: Leader-Member Relations 2: Task Structure 3: Position Power

Representation of Fiedler’s Contingency Model Optimal Leadership Style Relationship-Motivated Leadership Task-Motivated Leadership Task-motivated Leadership

House’s Revised Path-Goal Theory Employee Characteristics Leader Behaviors Reduce roadblocks Provide support Provide rewards Leadership Effectiveness Employee Motivation Employee Satisfaction Environmental Factors

Transactional Leadershipfocuses on clarifying employees’ roles and providing rewards contingent on performance Leading according to rewards Stewie as a boss Transformationaltransforms employees to pursue organizational goals over self-interest Appeal followers values, beliefs, self-concept Transactional Vs. Transformational Leadership

Transformational Leadership • Raises subords beyond their self-interest and causes higher levels of motivation and value shifts than would be achieved individually

Ind. & Org. characteristics Leader behavior Effects on followers and work groups Outcomes • Traits • Life Experiences • Organizational Culture • Idealized influence • Individualized consideration • Intellectual stimulation • Inspirational motivation • Increased intrinsic motivation, achievement orientation, and goal pursuit • Personal commitment to leader and vision • Self-sacrificial behavior • Increased identification with the leader • Increased cohesion among workgroup members • Organizational commitment Transformational Model of Leadership

The Leader-Member Exchange (LMX Model) • Assumption: Leaders do not treat all employees in the same way • In-group exchange: mutual trust, respect and liking • Out-group exchange:lack of mutual trust, respect and liking

Pop quiz #10! The earliest leadership research focused on identifying those traits that best describes effective leaders. This branch of leadership study was known as: • The Executive line • The Great Man approach • The Visionary profiles • The Commander branch

A lesson for leaders “The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.”

Leadership Read it all! Mu-hu-ha-ha-ha!