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Chapter 11 Leadership

Chapter 11 Leadership. Who comes to mind when you think of great leaders?. L e a d e r s h i p v s. M a n a g e m e n t. Historical Overview of Leadership Theories. A. Early trait-based approach B. Behavior-based approaches C. Contingency approaches D. Contemporary approaches:

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Chapter 11 Leadership

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  1. Chapter 11Leadership

  2. Who comes to mind when you think of great leaders?

  3. L e a d e r s h i p v s. M a n a g e m e n t

  4. Historical Overviewof Leadership Theories A. Early trait-based approach B. Behavior-based approaches C. Contingency approaches D. Contemporary approaches: • Charismatic leadership • Transformational leadership • Authentic leadership • Leadership Attribution • Substitutes for leadership • Servant leadership

  5. A. Trait-based Approaches Typical traits and competencies • ambition and energy • desire to lead; internal drives • honesty and integrity • self-confidence • cognitive abilities • physical characteristics • personality traits

  6. A. Trait-based Approaches(cont.) • Limitations: • Assumes leaders are “born” • No universal traits found that predict leadership in all situations. • Unclear evidence of cause and effect between leadership and traits. • Traits MAY be better at predicting appearance of leadership than who will be effective/ineffectiveas leaders

  7. B. Behavior-based Approaches Culminated in the “Managerial Grid”: • initiation/task/production behaviors • consideration/employee behaviors

  8. Typical Task/Initiation Behaviors • Quick to tell what’s expected. • Promote standardized procedures. • Make unilateral decisions about methods, policies and procedures. • Clarify roles and expectations. • Schedule work, set goals, monitor closely.

  9. Typical Consideration Behaviors • Get along easily; strive for harmony. • Treat employees as equals. • Put the group’s ideas into action. • Let people know of upcoming changes; solicit input. • Quick to communicate reasons behind actions and decisions.

  10. The Managerial/Behavioral Grid DOMINANCE • Q1: ImposerDOMINEERING, INSENSITIVE • Pressures others to comply • Makes authoritarian decisions • Pushes to ”win” regardless of cost • Demeans and often displays anger • Quick to punish for mistakes • Compliments rarely • Concerned solely with own agenda • Q4: IntegratorASSERTIVE, RESPONSIVE • Strives to build consensus • Promotes self-direction in others • Promotes growth and development • Seeks views and input of others • Involves others in problem solving • Is open to constructive disagreements • Motivates with natural consequences • Provides useful/meaningful feedback HOSTILITY RESPECT • Q2: IgnorerRELUCTANT, UNRESPONSIVE • Pessimistic and critical • Keeps distant, silent or aloof • Hides true emotions and feelings • Avoids or postpones decisions • Resists change; prefers status quo • Cites rules or higher authority • Provides little feedback • Q3: IngratiatorPASSIVE, EASYGOING • Seeks to avoid all forms of conflict • Smoothes over disagreements • Wants everyone to “one happy family” • Makes few substantive demands • Lavishes praise even when undeserved • Avoids anything negative • Prefers idle socializing to substance SUBMISSION

  11. Principle of Behavioral Interaction Mgr’s BehaviorOther’s Behavior Q1 Q2 or Q3 (maybe Q1?) Q2 Q1 or Q2 Q3 Q3 or Q1 Q4 Q4 (or shift in that direction)

  12. C. Contingency Approaches • Fiedler’s Model • LMX Model

  13. Fiedler’s Contingency Model • The leader’s “style” (LPC scale): • Fixed and untrainable • Situation control factors: • Leader-member relations • Task structure • Position power • Situation control and leader “fit” • the options are . . . . ?

  14. Overview of Fiedler’s Model

  15. Leader-Member Exchange (LMX) • Leaders have one-on-one relations that differ • Leaders have “in-groups” and “out-groups” • Based on competence, personal compatibility and/or other close similarities to leader • “Exchanges” (or interactions) with leader are very different for followers who are “In” vs. “Out” • Result: “In-group” subordinates will have higher performance ratings, less turnover, and greater job satisfaction.

  16. LMX Model • How group members are assigned is somewhat unclear • Follower characteristics determine group membership • Leaders control by keeping favorites close • Research has been generally supportive

  17. In-group members Share a common bond and values Regular interactions with leader Get more challenging work and more positive reinforcement Are more positive about company; have higher job performance and satisfaction Out-group members Have less in common with leader Limited interactions with leader Get less challenging work and little positive reinforcement Easily bored and often complain; typically do jobs only at minimum required level LMX Group Membership

  18. Implications of LMX Model • Descriptive or normative? • In/out group differences NOT random • Regularly evaluate your criteria • Watch for biases in assignments and treatment • Maintain fluid movement between groups

  19. D. Contemporary Approaches • Charismatic leadership • Transformational leadership • Authentic leadership • Leadership Attribution • Substitutes for leadership • Servant leadership

  20. 1. Charismatic Leadership Theory • Charismatic Leaders: • Articulate a compelling vision. • Will take personal risks to achieve the vision. • Are sensitive to follower needs. • Exhibit behaviors that are out of the ordinary. • Charismatically Lead Followers: • Accept the vision of the leader. • Will take personal risks to achieve the vision. • Will respond with loyalty, respect, devotion and affection for the leader. • Typically exhibit obedience without questioning.

  21. 2. Transactional and Transformational Leadership

  22. 3. Authentic Leaders and Ethical Behavior • Authentic Leaders: • Self-aware (know who they are; what they believe in and value; • Act on their beliefs and values openly and candidly (followers will thus see them as ethical). • Resulting outcomes are: • Creation of trust • Greater open communication • Socialized charismatic leadership

  23. Authentic Leaders and Trust Trust: “A positive expectation that others will not act opportunistically.” • Two “components” of trust: • Competence (e.g., knowledge, skills, abilities) • Character (e.g., consistency, loyalty, openness) • Three “types” of trust: • Deterrence-based • Knowledge-based • Identification-based

  24. Leadership and Trust(cont.) Strategies for Building Trust: • Practice openness • Be fair • Speak your feelings honestly • Tell the truth • Show consistency • Fulfill the spirit of your promises • Maintain confidences • Demonstrate competence

  25. 4. Attribution Theory of Leadership andthe Implicit Leadership Model (ILM) • We have implicit expectations (i.e., beliefs and assumptions) about “ideal” leadership. • Our implicit expectations work as prototypes, which are the basis of the attributions we make. • Fit between the observed behavior and our prototypes is called congruence: • Intuitively more favorable views of the leaders are intertwined with our broader social stereotypes (about things like gender roles, for example), and thus increase our positive attributions.

  26. Typical Female Expressive Behaviors Nurturing Warm Sympathetic Soft-hearted Talkative Gentle Sentimental Affectionate Typical Male Instrumental Behaviors Productive Energetic Strong Stoic Aggressive Reserved Detached Aloof ILM and Gender Stereotypes

  27. Attribution and Implicit Leadership(cont.) • Implicit norms about ideal leadership: • consistent with male Instrumental behaviors • inconsistent with female Expressive behaviors • To be “in-role” as a leader, women have to: • be “out-of-role” for their gender expectations, • which creates incongruity, • which creates implicit attribution that women who “fit” their gender role don’t “fit” a leadership role and vice versa. • Women are thus often implicitly perceived as less qualified for leadership positions (even though many of the typically expressive “female” qualities make for better charismatic and transformational leadership!)

  28. 5. Leadership “Substitutes” • Characteristics of the subordinate • Ability, experience, training, knowledge • Need for independence • Professional orientation • Indifference to organizational rewards • Characteristics of the task • Unambiguous and routine • Methodologically invariant • Provides its own feedback re: • accomplishment • Intrinsically satisfying • Characteristics of the organization • Formalization • Inflexibility • Highly specified and active advisory • and staff functions • Close-knit, cohesive work groups • Organizational rewards not in leaders’ • control • Spatial distance between leader & followers

  29. 6. Servant Leadership • Servant leader’s highest priority is: • to meet the needs of others. • Characteristics of a Servant Leader: • Self-awareness and other-awareness • Strong purpose and sense of direction • Keen focus on development and growth • Highly competent listeners • Pursue change as tool to serve • Foster communities • Influence through referent power • Foresight and perceptiveness to balance risks • Stewardship (responsibility to foster “betterment”) (Whywould you want to be a servant leader?!)

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