CSC350: Learning
Management Systems
COMSATS Institute of Information
Technology (Virtual Campus)
Lecture # 13
Leadership
2
Review of the Previous Lecture
1. A fundamental understanding of influencing
2. Insights about emotional intelligence
3. An understanding of how communication
works
4. Hints for communicating in organizations
5. Useful ideas for encouraging organizational
communication
3
Topics of Discussion
1. A working definition of leadership
2. An understanding of early approaches to
leadership
3. An appreciation for more recent approaches to
leadership
4. Insights into how leaders should make decisions
5. Hints on how leaders change organizations
6. How leaders should coach
7. An appreciation for emerging leadership
concepts
4
DEFINING LEADERSHIP
• The process of directing the behavior of others
toward the accomplishment of an objective
• Directing – causing individuals to act in a
certain way or to follow a particular course of
action
• Central theme is getting things accomplished
through people
5
Leader vs. Manager
LEADERSHIP
• Subset of management
• Emphasizes behavioral
issues
• Cares about and focuses on
people doing the job
• Focuses on concern for
workers as people
MANAGEMENT
• Focuses on both
nonbehavioral as well as
behavioral issues
• Makes sure job gets done
• Focuses on organizational
processes
6
Effective Managers are also Leaders
7
EARLY APPROACHES TO
LEADERSHIP
• Trait Approach
– Assumed leaders are born and not made
– Described leaders based on a set of characteristics
– Showed inconsistency – no one set of qualities or
traits could be used to differentiate leaders from
nonleaders
8
Common Leadership Traits
•
•
•
•
•
•
Intelligence
Past achievement in scholarship & athletics
Emotional maturity & stability
Dependability, persistence, drive
Social and adaptive skills
Desire for status and socioeconomic position
9
Early Approaches to Leadership
• Behavioral Approach
– Looked at what good leaders do
– Leaders exhibit two types of behavior
– Ohio State
• The OSU Studies
– University of Michigan
• The Michigan Studies
10
The OSU Studies
• Structure Behavior
– Establishing well-defined procedures followers
will adhere to when performing their jobs
• Consideration Behavior
– Developing and maintaining a good relationship
between leader and follower
– Reflects friendship, mutual trust, respect, warmth
in leader/follower relationships
11
The OSU Studies
12
The OSU Studies
• Lore International Institute
– Leaders need to demonstrate trustworthiness,
honesty, and ability to collaborate
– Trustworthiness is ruined when leaders’ behavior
demonstrates they are:
•
•
•
•
Credit Hogs
Lone Rangers
Egomaniacs
Mules
13
The Michigan Studies
• Job-Centered Behavior
– Focus on work being done
– Focus on how well subordinate is performing their
job
• Employee-Centered Behavior
– Focus on subordinates as people
– Focus on personal needs of subordinates and
building cooperative work teams
14
Combining the Ohio State
& Michigan Studies
• Both point to two primary dimensions of
leader behavior:
– Work Dimension
• Structure Behavior
• Job-Centered Behavior
– People Dimension
• Consideration Behavior
• Employee-Centered Behavior
15
Effectiveness of Leadership Styles
• Research shows:
– Desirable leadership behavior is associated with
strong leader emphasis on both structure and
consideration
– Undesirable leadership behavior is associated
with weak leader emphasis on both dimensions
16
Comparing Leadership Styles
• Leadership situations are varied
• Saying one style is most effective is
oversimplification
• Leaders need to link leadership styles to
appropriate situations
17
MORE RECENT APPROACHES
TO LEADERSHIP
•
•
•
•
Situational Approach
Life Cycle Theory
Fiedler’s Contingency Theory
Path-Goal Theory
18
Situational Approach
to Leadership
• Each instance of leadership is different and
requires a unique combination of leaders,
followers, and leadership situations
• SL=f(L, F, S)
–
–
–
–
–
SL = successful leadership
f = function of
L = leader
F = follower
S = situation
19
Life Cycle Theory of Leadership
• Based on relationship that leadership style
should reflect maturity level of the followers
– Maturity – Ability of followers to perform their
jobs independently, assume additional
responsibilities, and desire to achieve success
– The more of these attributes the followers possess,
the more mature they are said to be
– Manager’s leadership style is only effective if it
is appropriate for the maturity level of the
followers
20
Life Cycle Theory of Leadership
21
Fiedler’s Contingency Theory
• Proposed the solution for effective
leadership is to change the organizational
situation to fit the leader’s style
• Three primary factors:
– Leader-Member Relations
– Task Structure
– Position Power
22
Fiedler Contingency Theory
23
Fiedler Contingency Theory
24
Path-Goal Theory of Leadership
• Basic premise:
– Leader outlines goals for followers
– Leader clears path that followers should take
– Followers achieve goals and earn rewards
contingent on doing so
• Managers can facilitate job performance by
showing employees how their performance
directly affects receiving desired results
25
Path-Goal Theory of Leadership
• Directive Behavior
– Telling followers what to do and how to do it
• Supportive Behavior
– Being friendly with followers and showing interest
in them as human beings
26
Path-Goal Theory of Leadership
• Participative Behavior
– Seek suggestions from followers regarding
business operations to the extent followers are
involved in making important organizational
decisions
• Achievement Behavior
– Setting challenging goals for followers to reach
and expressing/demonstrating confidence they
measure up to the challenge
27
HOW LEADERS MAKE DECISIONS
• Tannenbaum & Schmidt Leadership
Continuum
– One of the most quoted articles related to how
leaders make decisions
Managers are successful decision makers only if
the method they use to make decisions
appropriately reflects the leader, the follower, and
the situation
28
Tannenbaum-Schmidt Leadership
Continuum
29
Tannenbaum-Schmidt Leadership
Continuum
• Forces Influencing Manager’s Decisions:
– Forces in Manager
• Values – Confidence in Subordinates – Personal
Leadership Strengths – Tolerance for Ambiguity
– Forces in Subordinates
• Need for Independence – Readiness – Interest –
Knowledge – Experience – Expectations
– Forces in Situation
• Organization Type – Group Effectiveness – Problem to
Solve – Time Available
30
Vroom-Yetton-Jago Model (VYJ)
• Focuses on how much participation to allow
subordinates in decision-making process
• Organizational decisions should be of high
quality
• Subordinates should accept and be
committed to organizational decisions that
are made
31
Vroom-Yetton-Jago Model
Decision Styles
32
VYJ Decision Tree Model
33
VYJ Decision-Making Effectiveness
• Research has shown evidence decisions
consistent with the model are more successful
than are decisions inappropriate with the
model
• Main challenge is the complexity of the
model and difficulty in applying the model
34
LEADERS CHANGING
ORGANIZATIONS
• Transformational Leadership
– Inspiring organizational success by affecting
followers’ beliefs
– Closely related to charismatic and inspirational
leadership
– Raise follower awareness of organizational issues
– Create vision – Build commitment – Facilitate
organizational change
35
LEADERS COACHING OTHERS
36
LEADERSHIP – EMERGING
CONCEPTS FOR MODERN TIMES
37
Servant Leadership
• Leader’s primary role is to help followers in
quests to satisfy personal needs, aspirations,
and interests
• Places high value on service to others over
self-interests
• Good listeners – Persuasive – Aware of their
surroundings – Empathetic - Stewards
38
Level 5 Leadership
Blends personal
humility with intense
will to build longrange organizational
success
39
Authentic Leadership
• Entails leaders who are deeply aware of their
own and others’ moral perspectives
• Leaders are confident, hopeful, optimistic,
resilient, and of high moral character
• Moral Courage – strength to take actions
consistent with moral beliefs
40
Thank You
41