All Leadership Theories

Leadership & Leading People

Learning Outcomes

• Define leader and explain the difference between  mangers and leaders • Summarize the conclusions of various theories of  leadership • Discuss the qualities that characterize charismatic  leaders • Describe the skills that visionary leaders exhibit • Explain the four specific roles of effective team leaders • Identify the dimensions of trust

Manager Vs. Leader Manager

Leader

Appointed and Have Formal Authority

May Have Managerial Authority and Influence Others

Manager Vs. Leader

The Place of Leadership • Can Anyone Be a Leader? – Some people don’t have what it takes to be a  leader – Some people are more motivated to lead than  others

• Is Leadership Always Necessary? – Some people don’t need leaders – Leaders need to be aware of followers’ needs

1. 2. 3. •

Early Leadership Theories

Trait Theories Behavioral Theories Contingency Theories Trait Theories (1920s–30s)

– –

Research that focused on identifying personal characteristics that  differentiated leaders from nonleaders was unsuccessful Later research on the leadership process identified seven traits  associated with successful leadership: 1. Drive 2. desire to lead 3. honesty and integrity 4. self­confidence 5. Intelligence 6. job­relevant knowledge 7. extraversion

Behavioural Theories • University of Iowa Studies (Kurt Lewin) – Identified three leadership styles:

• Autocratic style: centralized authority, low participation • Democratic style: involvement, high participation,  feedback • Laissez­faire style: hands­off management

– Research findings: mixed results • No specific style was consistently better for producing  better performance • Employees were more satisfied under a democratic leader  than an autocratic leader

Behavioural Theories (cont’d) • Ohio State Studies

– Identified two dimensions of leader behaviour • Initiating structure: the role of the leader in defining his or  her role and the roles of group members • Consideration: the leader’s mutual trust and respect for  group members’ ideas and feelings

– Research findings: mixed results • High­high leaders generally, but not always, achieved high  group task performance and satisfaction • Evidence indicated that situational factors appeared to  strongly influence leadership effectiveness

Behavioural Theories (cont’d) • University of Michigan Studies – Identified two dimensions of leader behaviour • Employee oriented: emphasizing personal relationships • Production oriented: emphasizing task accomplishment

– Research findings: • Leaders who are employee oriented are strongly associated  with high group productivity and high job satisfaction

Behavioural Theories (cont’d) • Managerial Grid – Appraises leadership styles using two  dimensions: • Concern for people • Concern for production

The Managerial Grid

Contingency Theories of Leadership

• The Fiedler Model – Effective group performance depends upon the match  between the leader’s style of interacting with  followers and the degree to which the situation allows  the leader to control and influence – Assumptions: • Different situations require different leadership styles  • Leaders do not readily change leadership styles – Matching the leader to the situation or changing the situation to  make it favourable to the leader is required

Contingency Theories… (cont’d) • The Fiedler Model (cont’d) – Least­preferred co­worker (LPC) questionnaire • Determines leadership style by measuring responses to 18  pairs of contrasting adjectives – High score: a relationship­oriented leadership style – Low score: a task­oriented leadership style

– Situational factors in matching leader to the situation: • Leader­member relations • Task structure • Position power

Findings of the Fiedler Model High

Performance

People-Oriented Task-Oriented

Low Favourable

Moderate

Unfavourable

I II III IV V VI VII VIII • Category • Leader-MemberGood Good Good Good Poor Poor Poor Poor Relations • Task Structure High High Low High High High Low Low • Position PowerStrong Weak Strong Weak Strong Weak Strong Weak

Contingency Theories… (cont’d) • Hersey and Blanchard’s Situational Leadership  Theory (SLT) – Successful leadership is achieved by selecting a  leadership style that matches the level of the  followers’ readiness • Acceptance: do followers accept or reject a leader? • Readiness: do followers have the ability and  willingness to accomplish a specific task?

– Leaders must give up control as followers  become more competent

Contingency Theories… (cont’d) • Hersey and Blanchard’s Situational Leadership  Theory (SLT) (cont’d) – Creates four specific leadership styles  incorporating Fiedler’s two leadership  dimensions: • • • •

Telling: high task–low relationship leadership Selling: high task–high relationship leadership Participating: low task–high relationship leadership Delegating: low task–low relationship leadership

Contingency Theories… (cont’d) • Hersey and Blanchard’s Situational Leadership  Theory (SLT) (cont’d) – Identifies four stages of follower readiness: • • • •

R1: followers are unable and unwilling R2: followers are unable but willing R3: followers are able but unwilling R4: followers are able and willing

Hersey and Blanchard’s Situational Leadership Model High relationship and low task High

High task and high relationship

STYLE OF LEADER

S3

S2

S4

S1

Low

High

Moderate

Low

R4

R3

R2

R1

Able and willing

Able and unwilling

Unable and willing

Unable and unwilling

High Task Behaviour

Low relationship and low task

High task and low relationship

Follower Readiness Source: Reprinted with permission from the Center for Leadership Studies. Situational Leadership® is a registered trademark of the Center for Leadership Studies. Escondido, California. All rights reserved.

Contingency Theories… (cont’d) • Leader Participation Model (Vroom and  Yetton) – Leader behaviour must be adjusted to reflect the  task structure – Suggests appropriate participation level in  decision making

Contingency Theories… (cont’d) • Leader Participation Model Contingencies: – – – – – – –

Decision significance Importance of commitment Leader expertise Likelihood of commitment Group support Group expertise Team competence

Leader-Participation Model Employee Involvement Continuum

Employee Involvement Continuum Increased Leader Control

1

2

3

4

Increased Employee Involvement

5

Vroom Leader Participation Model • • • • •

Decide Consult Individually Consult Group Facilitate Delegate

Contingency Theories… (cont’d) • Path­Goal Model – Leader’s job is to assist his or her followers in  achieving organizational goals – Leader’s style depends on the situation: • • • •

Directive Supportive Participative Achievement­oriented

Path-Goal Theory Environmental Contingency Factors •TaskStructure Formal • Authority System •Work Group Leader Behaviour

Outcomes

•Directive •Supportive •Participative Achievement • Oriented

•Performance •Satisfaction

Subordinate Contingency Factors • Locusof Control •Experience • Perceived Ability

Cutting-Edge Approaches to Leadership

• Transactional Leadership

– Leaders who guide or motivate their followers in  the direction of established goals by clarifying  role and task requirements

• Transformational Leadership

– Leaders who inspire followers to go beyond their  own self­interests for the good of the  organization – Leaders who have a profound and extraordinary  effect on their followers

Cutting-Edge Approaches to Leadership (cont’d)

• Charismatic Leadership

– An enthusiastic, self­confident leader whose  personality and actions influence people to  behave in certain ways – Characteristics of charismatic leaders: • • • • •

Have a vision Are able to articulate the vision Are willing to take risks to achieve the vision Are sensitive to the environment and to follower needs Exhibit behaviours that are out of the ordinary

Cutting-Edge Approaches to Leadership (cont’d) • Charismatic Leadership (cont’d) – Effects of Charismatic Leadership • Increased motivation, greater satisfaction • More profitable companies • Charismatic leadership may have a downside: – After recent ethics scandals, some agreement that CEOs  with less vision, and more ethical and corporate  responsibility, might be more desirable

Cutting-Edge Approaches to Leadership (cont’d)

• Visionary Leadership

– A leader who creates and articulates a realistic,  credible, and attractive vision of the future that  improves upon the present situation – Visionary leaders have the ability to: • Explain the vision to others • Express the vision not just verbally but through  behaviour • Extend or apply the vision to different leadership  contexts

Visionary Leadership Explain the Vision

Express the Vision Extend the Vision

Cutting-Edge Approaches to Leadership (cont’d)

• Team Leadership Characteristics

– Having patience to share information – Being able to trust others and to give up authority – Understanding when to intervene

• Team Leader’s Job – Managing the team’s external boundary – Facilitating the team process • Coaching, facilitating, handling disciplinary problems,  reviewing team and individual performance, training, and  communicating

Specific Team Leadership Roles Liaison with external constituencies

Coach

Team Leadership Roles Conflict manager

Troubleshooter

Cross-Cultural Leadership • Universal Elements of Effective Leadership – – – – – – –

Vision Foresight Providing encouragement Trustworthiness Dynamism Positiveness Proactiveness

Cross-Cultural Leadership Findings • Korean leaders are expected to be paternalistic toward employees. • Arab leaders who show kindness or generosity without being asked  to do so are seen by other Arabs as weak. • Japanese leaders are expected to be humble and speak frequently. • Scandinavian and Dutch leaders who single out individuals with  public praise are likely to embarrass, not energize, those  individuals. • Malaysian leaders are expected to show compassion while using  more of an autocratic than a participative style. • Effective German leaders are characterized by high performance  orientation, low compassion, low self­protection, low team  orientation, high autonomy, and high participation

Gender Differences and Leadership

• Research Findings

– Males and females use different  styles: • Women tend to adopt a more democratic  or participative style unless in a male­ dominated job • Women tend to use transformational  leadership • Men tend to use transactional leadership

Where Female Managers Do Better: A Scorecard ofNone the five studies set out to find gender differences. They stumbled on them while compiling and analyzing performance evaluations. Skill (Each check mark denotes which group MEN scored higher on the respective studies) Motivating Others Fostering Communication Producing High-Quality Work Strategic Planning Listening to Others Analyzing Issues

WOMEN

* * *

* In one study, women’s and men’s scores in these categories were statistically even. Data: Hagberg Consulting Group, Management Research Group, Lawrence A. Pfaff, Personnel Decisions International Inc., Advanced Teamware Inc.

Source: R. Sharpe, “As Leaders, Women Rule,” BusinessWeek, November 20. 2000, p. 75.

Current Leadership Issues • Managing Power

– Legitimate power

• The power a leader has  as a result of his or her  position

– Coercive power

• The power a leader has  to punish or control

– Reward power

• The power to give  positive benefits or  rewards

– Expert power • The influence a leader  can exert as a result of  his or her expertise,  skills, or knowledge

– Referent power • The power of a leader  that arises because of a  person’s desirable  resources or admired  personal traits

Developing Trust • Credibility (of a Leader) – The assessment, by a leader’s followers, of the  leader’s honesty, competence, and ability to inspire  • Trust – The belief of followers and others in the integrity,  character, and ability of a leader

• Dimensions of trust: integrity, competence, consistency,  loyalty, and openness

– Trust is related to increases in job performance,  organizational citizenship behaviours, job  satisfaction, and organization commitment

Providing Moral Leadership • Addressess both the moral content of a leader’s  goals and the means used to achieve those  goals • Ethical leadership is more than being ethical – Includes reinforcing ethics through  organizational mechanisms

Providing On-line Leadership • Challenges of On­line Leadership – Communication • Choosing the right words, structure, tone, and style for  digital communications

– Performance management • Defining, facilitating, and encouraging performance

– Trust • Creating a culture where trust is expected, encouraged,  and required

Empowering Employees • Empowerment – Involves increasing the decision­making  discretion of workers – Why empower employees? • Quicker responses to problems and faster decisions • Relieves managers to work on other problems

Empowerment: Cautions • The following conditions should be met for  empowerment to be introduced: – Clear definition of company’s values and mission – Employees have relevant skills – Employees need to be supported, not criticized,  when performing – Employees need to be recognized for their efforts

Tips for Managers: Suggestions for Building Trust Practise openness Be fair Speak your feelings Tell the truth Show consistency Fulfill your promises Maintain confidences Demonstrate competence

The End. Thank you!