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ADM 2336
Organizational Behaviour
Chapter 13 – Leadership Styles and Behaviours
Fall 2022
Professor Jane O’Reilly
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What does it mean to be a “good” leader?
Two equally important aspects to leadership
TASK SIDE
RELATIONAL SIDE
How effective is a leader at
making sure followers can
effectively manage tasks?
How effective is a leader at
making sure followers get along
and can work together?
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What is good leadership all about?
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Raise your hand if you have ever worked for someone you
considered to be an “amazing” leader
There is A LOT of
research on
leadership!
How do
leaders
inspire
their
followers?
Are there
differences
between
leaders and
managers?
What do
relationship
exchanges
look like?
Who
becomes a
leader?
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How ‘hands
off’ should a
leader be?
Is
leadership
a skill that
can be
learned?
Early assumptions about leadership suggested that good leaders are
‘born’ (Great Man Theory of Leadership; Trait-based leadership) BUT we
now know this assumption is completely WRONG leadership is a skillset
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Is leadership a skill that can be learned?
We often see personality differences between assigned leaders (or
formal leaders) and emergent leaders (or informal leaders)
Think about your teams in this class. Who has emerged as a
leader?
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Who becomes a leader?
Emergent Leadership in Teams
According to management science, who is likely to emerge as a leader of the
team?
• Personality traits like dominance and extroversion, and agreeableness and
conscientiousness
• Team members have a tendency to nominate the person who talks the
most at the leader of the team
• Prestige (or referent power) often associated with emergent leadership
• No one else emerges (are you the accidental leader of your team?)
Emergent Leadership =/= Effective Leadership
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Who becomes a leader?
1. Day-to-Day Leadership Behaviour (or what I like to
call “The Perfect Manager”)
2. Leadership Styles
3. Leader-member Exchange
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Models of Leadership
• Leadership success depends on two overarching sets of behaviours:
1. Initiating Structure Behaviours (task side of leadership)
2. Consideration Behaviours (relational side of leadership)
•
The ‘perfect mix’ of initiating structure and consideration ‘depends’
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(1) Day-to-Day Leadership Behaviour
• Initiating Structure: Behaviours that define and structure roles within the team.
Involves directing group activity, prioritizing and planning tasks, and trying out
new ideas.
• Coming up with new ideas, taking suggestions / running new ideas by
team, resisting new ideas
• Structuring work roles and tasks, who does what?
• Setting goals, creating incentives
• Putting together the team (and potentially removing a team member)
Any behaviour that helps get work done.
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(1) Day-to-Day Leadership Behaviour
• Consideration: Behaviours that create strong relationships (between leader
and followers and between followers) that are characterized by mutual trust,
respect for employees as human beings, and consideration of employees’
feelings
• Helping members feel a sense of belonging and membership
• Reducing conflict amongst team or mediating conflict
• Helping with communication (connecting team members, sharing
information)
• Showing approval and disapproval (creating norms)
• Boundary spanning activities (protecting the interests of the team)
Any behaviour that creates cohesion and relational harmony.
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(1) Day-to-Day Leadership Behaviour
The Life Cycle Theory of Leadership
• Goal of leadership is to get team or individual employees to become selfsufficient (or self-managing teams)
• Readiness: the degree to which team members/individual employees have
the ability and willingness to accomplish their tasks or to work effectively
• Degree of readiness depends on the nature of the tasks, individual members’
skills and abilities, and team development stage
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(1) Day-to-Day Leadership Behaviour
The Life Cycle Theory of Leadership
Decision Making Styles of Leaders
• Autocratic Style: Leader makes decisions alone, without consultation
• Consultative Style: Leader asks for input but ultimately makes own decision
• Facilitative Style: Leader works with team to reach a consensus, own opinion
does not carry any more weight than the team members/employees
• Delegative Style: Leader gives employees the responsibility of making the
decision
Which one is the best? IT DEPENDS
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(1) Day-to-Day Leadership Behaviour
NOTE:
Read chart
from right to
left!
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(1) Day-to-Day Leadership Behaviour
The Life Cycle Theory of Leadership
R1: Telling Phase
Emphasis is on initiating structure (initiating structure > consideration)
Use of more autocratic decision making
Engaging in tasks like:
• Assigning roles to team members and delegating tasks
• Giving deadlines / timelines
• Clarifying goals, reducing task ambiguity
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(1) Day-to-Day Leadership Behaviour
The Life Cycle Theory of Leadership
R2: Selling Phase
Maintain initiating structure but infuse more consideration (initiating structure =
consideration, both HIGH)
Use of more consultative decision making
Engaging in tasks like:
• Empowering team to feel more confident to handle things on own
• Re-evaluate tasks and goals and see if team would like to change structure
• Help solve conflicts
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(1) Day-to-Day Leadership Behaviour
The Life Cycle Theory of Leadership
R3: Participating Phase
Maintain consideration but scale back on initiating structure (initiating structure <
consideration)
Use of more facilitative decision making
Engaging in tasks like:
• Empowering team to feel more confident to handle things on own
• Re-evaluate tasks and goals and see if team would like to change structure
• Help solve conflicts
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(1) Day-to-Day Leadership Behaviour
The Life Cycle Theory of Leadership
R3: Delegating Phase
Reduce activity in team but are still present to help if needed (both initiating
structure and consideration behaviors are LOW)
Self-managing team!
Use more delegative decision making approach
Engaging in tasks like:
• Take a hands off approach but remain available in case problems arise
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(1) Day-to-Day Leadership Behaviour
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Transformational Leadership
Most Effective
Transactional Leadership
Management-by-Exception
• Active
• Passive
Laissez-faire
Least Effective
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(2) Leadership Styles
Laissez-Faire: a rare IT DOES NOT DEPEND, it is ALWAYS bad
Laissez-Faire leadership is NOT the same as a leader operating in R4 of the
Life Cycle model
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(2) Leadership Styles
Transformational Leaders: Inspire followers towards a shared vision
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(2) Leadership Styles
Transformational Leaders
•Idealized Influence: Act in ways that earn admiration, trust, respect, followers
want to identify with and emulate you
•Inspirational Motivation: Act in ways that foster enthusiasm and commitment
•Intellectual Stimulation: Challenge followers to be innovative & creative in ethical
ways
•Individualized Consideration: Coaching, development and mentoring; recognizing
individual employees as unique human beings
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(2) Leadership Styles
Transformational Leaders
•Idealized Influence: Act in ways that earn admiration, trust, respect, followers
want to identify with and emulate you
•Inspirational Motivation: Act in ways that foster enthusiasm and commitment
•Intellectual Stimulation: Challenge followers to be innovative & creative in ethical
ways
•Individualized Consideration: Coaching, development and mentoring; recognizing
individual employees as unique human beings
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(2) Leadership Styles
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A theory that considers how a leader forms a work relationship with each of
his or her followers
Length of time Working Together
New
Relationships
As Leader and
Employee Work
Together More
Role Taking
Role Making
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(3) Leader-Member Exchange
MEMBER
MEMBER
LEADER
High quality
exchanges
Low quality
exchanges
MEMBER
MEMBER
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(3) Leader-Member Exchange
Michael and Dwight
High Quality Exchange
Michael and Jim
Moderate Quality Exchange
Michael and Toby
Low Quality Exchange
Delegates lots of
responsibility
Listens to Dwight’s ideas
Requests a lot from
Dwight
Wants Jim to like him
Extends a lot of opportunities
to Jim
Jim takes advantage of
situation
Visible disdain for Toby
Often is rude and does not
listen to Toby’s advice or
input
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(3) Leader-Member Exchange
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•
Case #3 on Thursday November 10th!
•
Next Monday (Section C) and Thursday (Section D) please read chapter on
Teams
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Next Class