Chapter 11
Leadership
“The ability to influence people
toward the attainment of
goals.”
Contemporary Leadership
•
The type of Leadership needed for
maximum effectiveness evolves as:
• The needs of the organization change
• The external environment changes (e.g.,
technology, economic, labor, social and
cultural)
•
Post-heroic approach – modest leaders
rather than arrogant – put the
organization ahead of themselves
Types of Leadership Theories
 Universal
– Traits (I)
– Behaviors (II)
» e.g., Ohio State, Leadership Grid (Blake & Mouton),
Michigan
 Contingency
– Traits (III)
» e.g., Fiedler
– Behaviors (IV)
» e.g., Hersey & Blanchard,
Type I Theories: Traits that
Generally Differentiate Leaders
from Nonleaders
 Drive
 Desire
to Lead
 Honesty and Integrity
 Self-Confidence
 Intelligence
 Job-Relevant Knowledge
(Traits only provide the potential for leadership.
They don’t guarantee it will happen.)
2 Basic Leadership Styles
(Types II, III, and IV Theories)
Category 1
 Initiating Structure- Job-Centered-------- Conc. for Production
 Task-Oriented------- Directive---------------
Category 2
 Consideration
 Employee-Centered
 Concern for People
 RelationshipOriented
 Supportive
Ohio State Studies (Type II)
 Consideration
 Initiating
Structure
(Leaders are supposedly Both, One,
or Neither - Viewed as two
different dimensions)
The Leadership Grid (Type II)
 Concern
for production measured on a
scale of 1 to 9
 Concern for people measured on a scale
of 1 to 9
 Team management (9,9) is often
considered the most effective style for all
managers.
Blake & Mouton’s
Leadership Grid
Country Club
Management
Concern for People
High
Middle-ofthe-Road
Management
Impoverished
Management
Low
Team
Management
Low
AuthorityCompliance
Management
Concern for Production
High
Michigan Studies (Type II)
 Employee-Centered
Leaders
 Job-Centered Leaders
(Leaders are supposedly
Either/OR, but NOT Both These were viewed as opposite
extremes of the same continuum c.f., Fiedler)
Universal Behavioral Approaches
(Type II Theories)
Recommendations:
Ohio State: Hi Initiating Structure & Hi
Consideration
Managerial Grid (Texas): Hi Concern for
Production & Hi Concern for People
Michigan: Hi Employee-Centered Leaders
(not Hi Job-Centered Leaders)
Contingency Approaches
Identify relevant Situational
Variables and what Leader
Traits or Styles are appropriate
for each.
Fiedler's Contingency Theory
(Type III Theory)
Situational Variables



Leader-Member
Relations
– Good vs. Poor
Task Structure
– Structured (High)
vs. Unstructured
(Low)
Leader Position Power
– Strong vs. Weak
Leader Traits


Relationship-oriented
(High LPC)
Task-oriented (Low LPC)
(Fiedler believed it is easier
to change a situation than
to change a leader’s
characteristics)
Fiedler’s Recommendations
Task-oriented managers more
effective in very favorable or very
unfavorable situations.
Relationship-oriented managers
more effective in moderately
favorable situations.
Fiedler’s Contingency Model
LeaderMember
Relations
GOOD
POOR
Task
Structure
HIGH
LO W
HIGH
Position
Power
S
S
W
S
W
S
III
IV
V
VI
VII
W
I
1
II
Kinds of
Leadership
Very
Situations Favorable
LOW
W
VIII
Very
Unfavorable
Relationship-oriented managers most effective in IV, V, VI, VII.
Task-oriented managers most effective in I, II, III or VIII.
Hersey and Blanchard's
Situational Theory
Situational Variables
Followers’ Readiness /
Maturity is due to :
 Ability
 Willingness
Leader Behaviors
 Task Behavior (High or
Low)
 Relationship Behavior
(High or Low)
4 Combinations:
Telling (H-L)
Selling (H-H)
Participating (L-H)
Delegating (L-L)
Hersey & Blanchard’s Situational Leadership (Type IV)
Relationship Behavior
High
High
Relationship
and->->->
Low
Task
High
Task
<-<-<-and
High
Relationship
Low
High
Relationship
Task
<-<-<-and and->->->
Low
Low
Task
Relationship
Low
Task Behavior
High
Very High
High
Moderate
Low
R4
R3
R2
R1
Readiness
Substitutes for Leadership
 “Substitutes”
(+) accomplish by other
means what leaders do
 “Neutralizers” (-) prevent leader from
leading
Substitutes for Leadership
 Organizational
Variables
Formalization Rules (+)
Physical separation (-)
 Task characteristics
Highly structured task (+)
Automatic feedback (+)
 Group characteristics
Training/experience (+)
Group doesn’t value the rewards given (-)
Newer Leadership Approaches
 These
are outside the bounds of
most of the highly developed
leadership theories.
 A leader may well fit into more
than one of the categories.
Transactional Leader
 This
is the traditional view of leadership
that the new approaches are contrasted
with.
 A leader who clarifies subordinates’ role
and task requirements, initiates
structure, provides rewards, and displays
consideration for subordinates.
Charismatic Leader
A
leader whose personality motivates
subordinates to transcend their expected
performance.
Visionary Leader
A
leader who is able to imagine how the
future could be and inspire followers to
work toward creating that future.
Transformational Leader
A
leader distinguished by a special ability to
bring about innovation and change – by
inspiring people, not by coercion.
Servant Leader
A
leader who works to fulfill subordinates’
needs and goals - as a means to achieve the
organization’s larger mission.
Level 5 Leader
A
leader with a combination of personal
humility and resolve
 More ambitious for their companies than for
themselves
Interactive Leader
A
leader who is concerned with consensus
building, is open and inclusive, and encourages
participation
 Seems to be more prevalent among females
Authentic Leader
Genuine
– not putting on an act
Ethical
People-oriented
Committed
to the organization
mission
Exhibits emotional intelligence
Bases of Social Power
Positional
- Likely Response
Legitimate - Compliance
Reward
- Compliance
Coercive - Resistance
Personal
Referent
- Commitment
Expert
- Commitment
---------------------------------------------------More Types of Power?
 Information?
 Association (from Networking)?
Fundamentals of Gaining Power
Gain power by making others dependent
on you for:
 Scarce Resources
 Information
 Solution of Important Problems
 Reducing Uncertainty
Implications of Leadership
Theories
 Know
your preferred Style.
 Know and care about your Followers.
 Know and care about the Task.
 Understand the Environment affecting
you and your followers.
Implications of Leadership
Theories
 Fit
your Style to your Followers, the
Task, and the Environment. (This may
include making changes in S, F, T, or E.)
 Enhance your Referent and Expert
Power
 Visualize the Future and prepare your
Followers for it