LEADERSHIP
CHAPTER 6
@ZURAIDAH MOHAMED ISA/UiTM KEDAH/2008
Managers Versus Leaders
“Not all leaders are managers, nor are all
managers leaders.”
• Managers
– Persons whose influence on others is limited
to the appointed managerial authority of their
positions to reward and punish.
• Leaders
– Persons with managerial and personal power
who can influence others to perform actions
beyond those that could be dictated by those
persons’ formal (position) authority alone.
DEFINITION
LEADERSHIP
•
The process of influencing a group
toward the achievement of goals
( Robbins)
LEADER
•
Someone who can influence others
and who has managerial authority
1
LEADERSHIP
Leadership is an influence
process; therefore, leaders are
people who, by their actions,
encourage a group of people to
move toward a common or
shared goal.
IMPORTANCE
o
Make contributions to organization
o
Enhance cooperation
o
Encourage teamwork
o
Motivate workers
Leadership Theories
• Trait Theory of Leadership
• Behavioural Theories of Leadership
– Ohio State Studies
– Michigan Studies
– The Managerial Grid
• Contingency Theories of Leadership
– Path-Theory Theory
– Life Cycle Theory@ Situational Leadership
Theory
2
Trait Theory of
Leadership
Trait Theories Of Leadership
• Trait theories of leadership
– Theories that attempt to isolate characteristics
that differentiate leaders from nonleaders
• Attempts to identify traits that always differentiate
leaders from followers and effective leaders from
ineffective leaders have failed.
• Attempts to identify traits consistently associated
with leadership have been more successful.
Six Traits That Differentiate
Leaders from Nonleaders
1.
2.
3.
4.
5.
6.
Drive
Desire to lead
Honesty and integrity
Self-confidence
Intelligence
Job-relevant knowledge
Source: Repr inted from “Leadership: Do Traits Really Matter?” by S. A. Kirkpatric k and E. A. Loc ke by per mission
of Academy of Management Executive. May 1991, pp. 48–60. © 1991 by Academy of Management Ex ecutive.
Exhibit 11.1
3
Behavioural Theories
of Leadership
- Ohio State Studies
- Michigan Studies
- The Managerial Grid
Behavioral Theories
Behavioral Theories of Leadership
Theories proposing that specific behaviors
differentiate leaders from nonleaders.
• Trait theory:
Leaders are born, not made.
• Behavioral theory:
Leadership traits can be taught.
Behavioral Theories Of
Leadership
• Behavioral theories of leadership
– Theories that attempt to isolate behaviors that
differentiate effective leaders from ineffective
leaders
– Behavioral studies focus on identifying critical
behavioral determinants of leadership that, in
turn, could be used to train people to become
leaders.
4
Leadership Behaviors or Styles
(cont’d)
• Laissez-faire style of leadership
– A leader who gives employees complete
freedom to make decisions and to decide on
work methods
• Conclusions about leadership styles
– The laissez-faire leadership style is ineffective.
– Quantity of work is equal under authoritarian
and democratic leadership styles
– Quality of work and satisfaction is higher under
democratic leadership.
Leadership Behaviors or Styles
• Autocratic style of leadership
– A leader who centralizes authority, dictates work methods,
makes unilateral decisions, and limits employee participation.
• Democratic style of leadership
– A leader who involves employees in decision making,
delegates authority, encourages participation in deciding
work methods and goals, and uses feedback to coach
employees.
• A democratic-consultative leader seeks input and hears the
concerns and issues of employees but makes the final decision
him or herself.
• A democratic-participative leader often allows employees to
have a say in what’s decided.
Continuum of Leader Behavior
Source: Adapted and repr inted by per mission of the Har vard Business Review. An exhibit from
“How to Choose a Leadership Pattern” by R. Tannenbaum and W. Schmidt, May–June 1973.
Copyright © 1973 by the Pr esident and Fellow s of Harvard College; all rights reserved.
Exhibit 11.2
5
The Ohio State Studies
• Studies that sought to identify independent
dimensions of leader behavior
– Initiating structure
• The extent to which a leader defines and structures
his or her role and the roles of employees to attain
goals
– Consideration
• The extent to which a leader has job relationships
characterized by mutual trust, respect for
employees’ ideas, and regard for their feelings
The University Of Michigan
Studies
• Studies that sought to identify the behavioral
characteristics of leaders related to performance
effectiveness
– Employee oriented
• A leader who emphasizes interpersonal relations, takes a
personal interest in the needs of employees, and accepts
individual differences.
– Production oriented
• A leader who emphasizes technical or task aspects of a job, is
concerned mainly with accomplishing tasks, and regards group
members as a means to accomplishing goals.
The
Manage
rial Grid
A two-dimensional
view of leadership
style that is based on
concern for people
versus concern for
production
Source: Adapted and repr inted by per mission of the Har vard Business Review. An
exhibition from “Br eakthrough in Organization Development” by R. R. Blake, J. A.
Mouton, L. B. Barnes, and L. E. Greine November–December 1964, p. 136.
Copyright © 1964 by the Pr esident and Fellow s of Harvard College; all rights reserved.
Exhibit 11.3
6
Managerial Grid (Leadership Grid)
• POINT (1,1) IMPOVERISHED MGMT
– Manager has little concern for their people and production. Also known
as Laissez-Faire
• POINT (1,9) COUNTRY CLUB MGMT
– Manager has high concern for people rather than production. Stress
more to people’s need for friendly organization atmosphere and work
tempo.
• POINT (5,5) MIDDLE OF THE ROAD MGMT
– Moderate concern for people and production.
• POINT (9,1) AUTOCRATIC MGMT
– Manager has high concern on production rather than people. Stress on
operating.
• POINT (9,9) TEAM MGMT
– High concern on people and production. Manager believe that work
accomplishment through commitment of people and interdependence as
well as trust and respect.
Contingency Theories of
Leadership
- Path-Theory Theory
- Life Cycle Theory@ Situational
Leadership Theory
- Leader–Member Exchange
Theory
- Charismatic Leadership
Contingency Theories
• Path-goal theory
– The theory that it is a leader’s job to assist
followers in attaining their goals and to provide
the necessary direction and support
– A leader’s motivational behavior:
• Makes employee need satisfaction contingent on
effective performance.
• Provides the coaching, guidance, support, and
rewards that are necessary for effective
performance.
– Assumes that the leader’s style is flexible and
can be changed to adapt to the situation at
hand.
7
The Path-Goal Framework
Subordinates’
personal
characteristics
• Perceived ability
• Locus of control
Leader behaviors
• Directive
• Supportive
• Participative
• Achievementoriented
Environmental
characteristics
• Task structure
• Work group
Subordinates’ motivation to perform
Path-Goal Leadership Behaviors
• Directive leader
– Lets employees know what is expected of them, schedules
work to be done, and gives specific guidance as to how to
accomplish tasks.
• Supportive leader
– Is friendly and shows concern for the needs of employees.
• Participative leader
– Consults with employees and uses their suggestions before
making a decision.
• Achievement-oriented leader
– Sets challenging goals and expects employees to perform
at their highest levels.
Path-Goal Theory
Exhibit 11.5
8
Situational Leadership
• Situational leadership theory (SLT)
– Leaders should adjust their leadership styles—
telling, selling, participating, and delegating—
in accordance with the readiness of their
followers.
• Acceptance: Leader effectiveness reflects the
reality that it is the followers who accept or reject the
leader.
• Readiness: a follower’s ability and willingness to
perform.
• At higher levels of readiness, leaders respond by
reducing control over and involvement with
employees.
Hersey and
Blanchard’s
Situational
Leadership®
Model
Exhibit 11.7
Source: Repr inted w ith per mission from the Center for Leadership Studies.
Situational Leadership® is a registered trademar k of the Center for
Leadership Studies, Escondido, California. A ll r ights reserved.
Life-Cycle Theory/ Situational Approach
• Phase 1 (HT/LR) TELLING
– One way communication
– Manager define goals and roles to the
employees
– Employees lack of maturity (new and
inexperienced)
• Phase 2 (HR/HT) SELLING
– Employees are learning to the job
– Employees still lack of maturity
9
Continue……
• Phase 3 (HR/LT) PARTICIPATING
– Employees shows their maturity
– They motivated
• Phase 4 (LT/LR) DELEGATING
– Highest level of employees maturity
– They are self-directed and able to exercise
self-control
Leader–Member Exchange
Theory
Leader-Member Exchange (LMX) Theory
Leaders create in-groups and out-groups, and
subordinates with in-group status will have higher
performance ratings, less turnover, and greater job
satisfaction.
Leader-Member Exchange
Theory
10
The Leader-Member Exchange
(LMX) Approach
Leader
Subordinate
1
Subordinate
2
Subordinate
3
Subordinate
4
Out-Group
Subordinate
5
In-Group
Figure 17.7
Emerging Approaches To Leadership
• Charismatic leadership theory
– Followers make attributions of heroic or
extraordinary leadership abilities when they
observe certain behaviors
• People working for charismatic leaders are
motivated to exert extra work effort and, because
they like and respect their leaders, express greater
satisfaction.
– Charisma leadership appears to be most
appropriate when the followers’ task has a
ideological component or when the
environment involves a high degree of stress
and uncertainty.
Charismatic Leadership
• A charismatic leader influences followers by:
– Stating a vision that provides a sense of community by
linking the present with a better future.
– Communicating high expectations and expressing
confidence that followers can attain them.
– Conveying, through words and actions, a new set of
values, and by his or her behavior setting an example for
followers to imitate.
– Making self-sacrifices and engaging in unconventional
behavior to demonstrate courage and convictions about
the vision.
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