Leadership:
Styles and
Behaviors
Chapter 14
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14-2
Leaning Objectives
• What
is leadership and what does
it mean for a leader to be
“effective”?
• What
traits and characteristics
are related to leader emergence
and leader effectiveness?
• What
fours styles can leader use
to make decisions, and what
factors combine to make these
styles more effective in the
given situation?
14-3
Cont…
•
What two dimensions capture most of
the day-to-day leadership behavior in
which leaders engage?
•
How does transformational leadership
differ from transactional leadership,
and which behaviors set it apart?
•
How does leadership affect job
performance and organizational
commitment?
•
Can leaders be trained to be more
effective?
14-4
Leadership
• The
use of power and influence to
direct the activities of
followers toward goal achievement
• Direction
can affect follower’s
interpretation of events, the
organization of their work
activities, their commitment to
key goals, their relationship
with their followers or their
access to corporation and support
from other work units
14-5
Nelson Mandela
14-6
Martin Luther King Jr
14-7
Dr Thomas Thabane
14-8
Dr Pakalitha Mosisili
14-9
What makes an
effective leader?
• Leader
effectiveness is the
degree to which the leaders
actions result in the
achievement of the unit’s
goals, the continued commitment
of the unit’s employees and the
development of mutual trust,
respect and obligation in
leader-member dyads.
14-10
Leader-member exchange
theory(LMX)
• When
judging leader
effectiveness, we use leadermember exchange theory.
 It
focuses on the relationship
that develops between leaders
and members of their team.
 The
theory states that all
relationships between leaders
and followers go through 3
stages; namely:
14-11
Cont…
1.Role taking
2.Role making
3.Routinisation
14-12
Role Taking
• It
occurs when members first
join the group. Leaders use
this time to assess new
member’s skills and abilities.
14-13
Role Making
•
New members begin to work on projects
and tasks as part of the team. At
this stage leaders sort members into
two groups subconsciously.
I.In-Group:
If team members prove
themselves loyal, trustworthy and
skilled, they are part of the ingroup. This group is made up of
people that the leader trusts the
most. The leader gives this group
challenging work and opportunities
for additional training and
advancement
14-14
Cont…
I.Out-Group:
If team members
betray the leader’s trust, or
prove to be incompetent, they
are part of the out-group. The
group’s work is often
restricted and unchallenging
14-15
Routinisation
• Routines
between members and
their leaders are established.
• In-Group
members work hard to
maintain the good opinion of
their leader by showing trust,
respect, patience and persistence
• Out-Group
members may start to
dislike their leader. They often
have to change their department
or leave the organisation
14-16
Why are some leaders
more effective than
others?
Traits of an effective leader:
• Lead by example
• Communicate effectively
• Motivate and inspire
• Accountability
• Decisive
14-17
Who Becomes a Leader?
14-18
Leader-decision-making
styles
• Leaders
can be separated by the
styles they use when making
important decisions.
• These
styles vary in how much
control is retained by the
leader, and how much control is
given to followers.
14-19
Four Leadership
Decision Making Styles
1.Delegative style
2.Facilitative style
3.Consultative style
4.Autocratic style
14-20
Delegative style
• The
leader gives an individual
employee or a group of
employees the responsibility
for making a decision within
specified boundaries.
 Advantage: It ensures that the
procedures are being followed
precisely.
 Disadvantages: It lacks scope
for creativity and flexibility
14-21
Cont…
14-22
Facilitative style
A leader presents the problem to
the group of employees and seeks
consensus on a solution.
Advantage: When everybody agrees
on something it is often a right
decision.
Disadvantage: A consensus is not
easy to reach, therefore it is
not suitable where quick
decisions have to be made.
14-23
Cont…
14-24
Consultative style
The leader presents the problem
to individual employees or a
group of employees, asking
further opinions and suggestions
before ultimately taking the
decision himself/herself.
Advantage: Boosts morale of the
team members as when the leader
considers their input, it makes
them feel valued and satisfied
14-25
Cont…
Disadvantage: Slows down decision
making and can affect efficiency
14-26
Autocratic style
The leader makes the decision alone without
asking for opinions or suggestions of the
employees in the department.
The employees may provide information that the
leader needs but are not asked to generate or
evaluate potential solutions.
Advantage: Good for getting routine jobs done
by employees who require close supervision or
in a situation where decisions need to be made
quickly.
Disadvantage: Does not take input of others
into consideration
14-27
Leadership Styles
• Is
there likely to be one best
style?
• What
factors might impact the
appropriateness of the various
styles?
14-29
Is there likely to be
one best style?
There is no decision making style
that is effective across all
situations.
There are factors to consider
when leaders choose a decision
making-style
14-30
What factors might impact the
appropriateness of the various
styles?
•
The “Time-driven model of leadership”
suggests that the focus should shift
away from autocratic, consultative,
facilitative and delegative leaders,
to autocratic, consultative,
facilitative and delegative
situations.
•
The model suggests that 7 factors
combine to make some decision making
styles effective in one situation and
ineffective in another
14-32
7 Factors
1.Decision significance
2.Importance of commitment
3.Leader expertise
4.Likelihood of commitment
5.Shared objectives
6.Employee expertise
7.Teamwork skills
14-33
Leadership Styles
•
Leaders can be separated by the style
they use when making important
decisions
•
These styles vary in how much control
is retained by the leader, and how
much control is given to the
followers
•
Article by CHIOK FOONG LOKE J. (2001)
Journal Of Nursing Management 9,
Leadership Styles & Behaviours
14-34
TimeSensitiv
e Model
14-35
Time-Sensitive Model
• Scientific
support:
๏ In one study, following the
model resulted in effective
decisions 68% of the time. Not
following the model resulted in
effective decisions 22% of the
time.
• Leaders’
instincts usually
violate the model
๏ Leaders overuse consultative
styles and underutilize
14-36
Leadership Behaviors
• In
addition to making
decisions, leaders engage in a
number of behaviors
๏ What are some of those
behaviors?
14-37
Day-to-Day Behaviors
• There
are two broad dimensions
that encompass day-to-day
leadership behaviors
๏ Initiating Structure
๏ The extend to which the leader defines
and structures the roles of employees
towards goal achievement.
 These kinds of leaders direct group
activities and prioritize planning and
trying out new ideas. They also
criticize poor work done by employees
when necessary.
14-38
Cont…
๏ Consideration
๏ Creating job relationships
characterized by mutual trust, respect,
and consideration of employees’
feelings
 Leaders who are high on consideration
create a climate of good rapport
,strong two-way communication and show
a deep concern for employees welfare.
 For example: They take time to listen
to employees’ problems and may offer
any possible solutions to their
problems.
14-39
Day-to-Day Behaviors
• Might
the importance of
initiating structure and
consideration vary across
followers and situations?

Although initiating structure and
consideration tend to be
beneficial across situations,
there may be circumstances in
which they become more or less
important.
14-40
Day-to-Day Behaviors
 The
life cycle theory of leadership
657\5(situational model of
leadership) argues that the optimal
combination of initiating structure
and consideration depends on the
readiness of employees in the work
unit(department).
 Readiness:
it is broadly defined as
the degree to which employees have
the ability and the willingness to
accomplish the specific tasks.
14-41
Cont…
 These
can be illustrated in
terms of four important
snapshots ; from R1 to R4.
14-42
Day-toDay
Behaviors
14-43
Something Is Missing
• Think
about the most effective
leaders you can name
• Do
the leader behaviors and
styles discussed thus far
capture what it was that made
these leaders so effective?
• So
what’s missing?
14-44
Cont…
• The
missing piece is what
leaders do to motivate their
followers to perform beyond
expectations.
• The
answer to that is
Transformational leadership.
14-45
Transformational
Leadership
•
A pattern of behaviors that inspires
followers to commit to a shared
vision that provides meaning to their
work and sets the leader up as a role
model who helps followers reach their
potential
•
It is most often contrasted with socalled “transactional leadership,”
which is built around exchanges of
rewards and punishments, or “laissezfaire” leadership, which is the
absence of action
14-46
Transformational
leaders
•
Transformational leaders are able to
bring about continuous innovation and
change.
•
They recognize followers’ needs and
concerns.
•
They are able to put an organization
through major strategic change.
•
They inspire followers to believe in
their own potential.
14-47
14-48
Transformational
Leadership
• Idealized influence (charisma)
• Inspirational motivation
• Intellectual stimulation
• Individualized consideration
(coaching)
14-49
How Important is Leadership?
14-50