MGT 2404 Managerial Psychology :: Chakorn P. 5411155
Chapter 9
Effective Leadership Process
The Historically Important Studies on Leadership
 Lowa leadership studies (1930s)
- The first study to analyze leadership from the standpoint of scientific methodology
- Different styles can produce different reactions from the same or similar group
Three different styles of leadership
1. Authoritarian ‟ very directive and allow no participation
2. Democratic ‟ encourage group discussion and decision making
3. Laissez faire ‟ give complete freedom to the group, leader provide no leadership
 Ohio state leadership studies (after world war II)
After developed leader behavior description questionnaire (LBDQ) to analyze leadership
in numerous groups and situations, researcher understood how leader carry out their
leadership function
- Initiating structure ‟ concern task and goal orientation
- Consideration ‟ recognize individual need and relationship
 Early Michigan leadership studies (same time as Ohio)
Survey Research Center at Michigan State began their studies of leadership at Prudential
Insurance Company. “ The pairs of groups were selected for examination ”
MGT 2404 Managerial Psychology :: Chakorn P. 5411155
Finding of the experiment
Leadership in high producing section ‟ general employee center
Leadership in low producing section ‟ close
Employee satisfaction was not directly related to productivity
Traditional Theories of Leadership
1. Traits theories of leadership
- Intelligence
- Five-factor model: “Big Five” (OCEAN) personality traits
- From traits to states and skills development
2. Emerging State and skill for leadership
- Focused on skill development besides traits
- Drive, leadership motivation, intergrity,optimism, hope, resiliency, emotional
intelligence, self efficacy
3. Group and exchange theories of leadership
- Exchange theory - there must be a positive exchange between the leader and follow
in order for group goals to be accomplished.
- Follower’s impact on Leader - followers(associates) may affect leader as much as
leader affect followers
- Leader-Member Exchange theory(LMX) / Vertical dyad linkage(VDI) - leader treat
individual subordinate differently
Leader–follower dyad (relationship between leader and follower)
 In-group - leader will be more responsive and spend more time to lead
subordinates of the group
 Out-group - leader trend to supervise and depend on formal role and
authority to influence subordinates
4. Contingency theory of leadership (Fiedler’s contingency)
Theory that emphasize the important of both situation and the leader’s characteristics in
determining leader effectiveness
MGT 2404 Managerial Psychology :: Chakorn P. 5411155
Leader’s characteristics
- Human-oriented - leader who want to be liked by and get along well with their
subordinates
- Task-oriented - leader who want their subordinates to perform at high level and
accomplish all of their assigned tasks
Least Preferred Coworker Scale (LPC Scale) - a questionnaire that measures leader’s
style by scoring leader’s responses to questions about their subordinates which whom they have
more difficulty working
High LPC leader - describe their least preferred coworker(LPC) in positive term
Low LPC leader - describe their least preferred coworker(LPC) in negative term
Situational Characteristics
Leader-member relation - the relation between a leader and his or her followers
Task structure - the extent to which the work to be performed by a group is clearly
defined
Position Power - the amount of formal authority a leader has
5. Path-goal theory of leadership (Robert House)
Four major styles of leadership
 Directive Leadership - leader gives specific direction, subordinates know exactly what
is expected of them no participation by subordinates
 Supportive Leadership - leader is friendly and approachable, concern for subordinates
 Participative Leadership - leader asks for suggestion from subordinates but still makes
the decisions
 Achievement-oriented Leadership - leader set challenging goals for subordinates, and
has confidence in them
Modern Theoretical Processes of Leadership
1. Characteristic Leadership Theory (Robert House)
Characteristic leadership - their personal abilities are capable of having profound and
extraordinary effect on followers
- Characterized by Self-confidence and confidence in their associates
MGT 2404 Managerial Psychology :: Chakorn P. 5411155
2. Transformational Leadership Theory
- Transactional leadership - involve exchange relationship between leader and follower
- Transformational leadership - leader’s shifting the value, beliefs, and needs of their
followers
3. Social cognitive Theory
Leader and the associate have a negotiable, reciprocal interactive relationship and more
consciously aware of how they can modify (influence) each other’s behavior through cognitive
and the contingent environment
MGT 2404 Managerial Psychology :: Chakorn P. 5411155
4. Substitute for Leadership
- Substitutes for leadership - make leader behavior unnecessary and redundant
- Neutralizers for leadership - prevent leader from having in a certain way or that
counteract the behavior
5. Authentic Leadership
Owning one’s personal experience (thoughts, emotions, or beliefs - the real me inside)
and acting accord with the true self (behaving, and expressing what you really think and
believe)
6. Leadership across Cultures
- Personal values ‟ shape our perception of situation, influence the analysis of
alternatives, affect decision making. Personal values of followers influence their
leader.
- Background of manager ‟ educational background, class and family status
- Interpersonal styles and skills
7. Project GLOBE and the future of international leadership studies
Global Leadership and Organization Behavior Effectiveness(GLOBE) based theory to
describe, understand and predict the impact of cultural variables on leadership
- Power distance
- Uncertainty avoidance
- Humane orientation
MGT 2404 Managerial Psychology :: Chakorn P. 5411155
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Institutional Collectivism
In-group
Assertiveness
Gender egalitarianism
Future orientation
Performance orientation
MGT 2404 Managerial Psychology :: Chakorn P. 5411155
Positive self-development
Self-awareness > self-regulation behaviors
Positive Psychological Capital
Positive Organizational Context
Authentic Leadership
„ Owning one’s personal experience (thoughts, emotions, or beliefs: the real me inside) and
acting accord with the true self (behaving, and expressing what you really think and believe)
Process
Product
Leadership across Cultures
„ The degree of participation used by manager was different across cultures
› Personal values ‟ shape our perception of situation, influence the analysis of alternatives, affect
decision making. Personal values of followers influence their leader.
› Background of manager ‟ educational background, class and family status
› Interpersonal skills
Project GLOBE and the future of international leadership studies
Identified cultural dimensions that differentiate societies and organizations
„ Power distance ‟ how power is distributed
„ Uncertainty avoidance ‟ rely on norms, rules
„ Humane orientation ‟ being fair, caring
„ Institutional Collectivism
„ In-group collectivism ‟ loyalty, cohesiveness
„ Assertiveness ‟ confrontational
„ Gender egalitarianism
„ Future orientation
Performance orientation
Six leader attributes/characters in various cultures
„ Charismatic/value-base: ability to inspire and motivate
MGT 2404 Managerial Psychology :: Chakorn P. 5411155
„ Team-Oriented: team-building, common goals
„ Participative: involve others in making decision
„ Humane-oriented: supportive, considerate
„ Autonomous: independent, individualistic
„ Self-protective: ensure safety, security (tend to be self-centered and face-saving)