What is effective leadership?
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2. __________________________
3. __________________________
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THE ABILITY
TO INFLUENCE
PEOPLE

French & Raven
 LEGITIMATE
 COERCIVE
 REWARD
 EXPERT
 REFERENT

Weber
 LEGITIMATE
 TRADITIONAL
 CHARISMATIC

Another view
 CONTROL RESOURCES
 AWARE OF IT
 WANT TO HAVE POWER
 KNOW HOW TO USE IT

 MANAGER
 DELEGATION OF AUTHORITY
 MOTIVATION
 CONTROL
 CULTURE
 VISION

Also see Attribution Theory

1. PEOPLE INHERENTLY DISLIKE WORK,
WILL AVOID IT
2. NOT TAKE RESPONSIBILITY, WANT
FORMAL DIRECTION
3. WANT SECURITY, LITTLE AMBITION
4. MUST BE COERCED, CONTROLLED,
THREATENED

1. WORK NATURAL AS PLAY, REST
2. SELF DIRECTION, SELF CONTROL
3. ACCEPT, SEEK RESPONSIBILITY
4. ABILITY TO MAKE GOOD DECISIONS
NORMAL

Lewin, Lippit, Whyte
Demo.
Satisfaction Productivity
+ +
+
Author.
Laissez
Faire
?
?

Ohio State
 INIATING STRUCTURE:
 STRESS GOALS
 DEFINES, STRUCTURES ROLES
 CONSIDERATION
 CONCERN FOR SUBORDINATE’S
NEEDS, FEELSINGS

BEHAVIOR MODELS OF LEADERSHIP
Ohio
State
IS
Michigan
Production
Oriented
Managerial
Grid Fiedler
Concern for
Production
Task
Oriented
Hershey
Blanchard
Task
Behavior
Consideration
Employee
Oriented
Concern for
People
Relationship
Oriented
Relationship
Behavior

Hersey & Blanchard
HIGH
PARTICIPATING SELLING
LOW
LOW
DELEGATING
TELLING
TASK BEHAVIOR
HIGH
HIGH MODERATE LOW
SUBORDINATE MATURITY

House
4 BEHAVIORS
 DIRECTIVE
 SUPPORTIVE
 ACHIEVEMENT ORIENTED
 PARTICIPATIVE

DIRECTIVE
 INFORMS SUBORDINATES WHAT IS
EXPECTED
 SCHEDULES WORK
 GIVES SPECIFIC GUIDANCE

SUPPORTIVE
 IS FRIENDLY
 SHOWS CONCERN FOR NEEDS OF
SUBORDINATES

ACHIEVEMENT ORIENTED
 SETS CHALLENGING GOALS
 EXPECTS SUBORDINATES TO PERFORM
AT THEIR HIGHEST LEVEL

PARTICIPATIVE
 CONSULTS WITH SUBORDINATES
 USES THEIR SUGGESTIONS

FINDINGS
 Directive leadership; greater satisfaction when tasks are ambiguous or stressful than when they are highly structured.

FINDINGS
 Supportive leadership; higher performance and satisfaction with structured tasks.

FINDINGS
 Directive leadership; perceived as redundant by subordinates with high perceived ability or with considerable experience.

FINDINGS
 Clear formal authority; use more supportive behavior and less directive.

FINDINGS
 Directive leadership; higher satisfaction when substantive conflict within the group.

FINDINGS
 Achievement leadership; increases subordinates’ expectancies that effort will lead to high performance when tasks are ambiguous.

FINDINGS
 Participative leadership; people with internal locus of control more satisfied with it.

FINDINGS
 Directive leadership; people with external locus of control more satisfied with it.

Vroom & Jago
 See participative decision making

CHARISMATIC LEADERSHIP
 ALSO SEE TRANSFORMATIONAL
LEADERSHIP

TRANSFORMATIONAL
LEADERSHIP
INFLUENCES PEOPLE
TO PERFORM
ABOVE NORMAL EXPECTATIONS

TRANSFORMATIONAL
LEADERSHIP
 CHARISMATIC
 INSPIRATIONAL
 INTELLECTUAL STIMULATION
 INDIVIDUALIZED CONSIDERATION

PRINCIPLE CENTERED
 BEHAVIOR BASE IS PRINCIPLES
 HONESTY
 FAIRNESS
 INTEGRITY

ATTRIBUTION THEORY
 ATTRIBUTE LEADERSHIP SKILLS TO
 SUCCESSFUL PEOPLE
 PEOPLE IN TRADITIONAL ROLES
 PEOPLE WE LIKE
 HIGH STATUS PEOPLE
 PHYSICAL CHARACTERISTICS/THINGS
 Head of the table
 Height

PRACTICAL APPROACH?
 FACTORS IN
 THE MANAGER
 THE SUBORDINATES
 THE SITUATION
 ANALYZE AND BE FLEXIBLE

THE MANAGER
 VALUE SYSTEM
 BELIEF ABOUT INVOLVING SUBORDINATES
 CONFIDENCE IN SUBS.
 LEADERSHIP INCLINATIONS
 DIRECTIVE, SUPPORTIVE
 SKILL IN DELEGATING
 OTHER FACTORS
 TOLERANCE FOR AMBIGUITY
 CONTROL

THE SUBORDINATES
 INDEPENDENCE
 TAKE RESPONSIBILITY
 TOLERANCE FOR AMBIGUITY
 INTEREST
 UNDERSTAND, AGREE WITH GOALS
 KNOWLEDGE, EXPERIENCE
 EXPECTATIONS

THE SITUATION
 TYPE OF ORGANIZATION
 VALUES, CULTURE
 GEOGRAPHICAL DISPERSION
 INFORMATION AVAILABLE?
 TIME PRESSURE

DIFFICULT TO BE FLEXIBLE?
 PERSONALITY STRUCTURED AT VERY EARLY
AGE
 COMPLEX HISTORY OF PAST BEHAVIOR
 LITTLE FEEDBACK ABOUT CAUSE & EFFECT
 TOP MANAGEMENT INFLUENCE

SUBSTITUTES FOR
LEADERSHIP
 PERSONAL FACTORS
 LOCUS OF CONTROL
 INDEPENDENCE
 EXPERIENCE

SUBSTITUTES FOR
LEADERSHIP
 JOB, ORG. FACTORS
 ROUTINE
 STRUCTURED
 GOALS, RULES, ETC.

SUBSTITUTES FOR
LEADERSHIP
 GROUP FACTORS
 NORMS
 COHESION
 INFORMAL LEADER