Chapter Eleven Leadership 2003 Mc Graw-Hill Ryerson

Chapter Eleven Leadership © 2003 Mc. Graw-Hill Ryerson Ltd.

Chapter Eleven Outline Trait and Behavioural Theories • Leadership Trait Theory • Behavioural Leadership Theory Situational Theories • Fiedler’s Contingency Model • Path-Goal Theory © 2003 Mc. Graw-Hill Ryerson Ltd.

Chapter Eleven Outline (cont’d) From Transactional, Charismatic, and Transformational Leadership • Research and Managerial Implications Additional Perspectives on Leadership • The Leader-Member Exchange (LMX) Model of Leadership • Substitutes for Leadership • Servant-Leadership • Superleadership © 2003 Mc. Graw-Hill Ryerson Ltd.

Leadership Trait Theory Leadership traits represent the personal characteristics that differentiate leaders from followers. Ø Universally favourable traits (House): • Dynamism • Decisiveness • Honesty • Capacity to motivate • Capacity to negotiate with others • Focus on performance Ø Universally unfavourable traits (House): • Autocratic • Egocentric • Irritable © 2003 Mc. Graw-Hill Ryerson Ltd.

Leadership Trait Theory (cont’d) Ø Gender and leadership men and women were seen as displaying more task and social leadership, respectively women used a more democratic or participative style than men, and men used a more autocratic and directive style than women and women were equally assertive women executives, when rated by their peers, managers and direct reports, scored higher than their male counterparts on a variety of effectiveness criteria © 2003 Mc. Graw-Hill Ryerson Ltd.

Behavioural Leadership Theory § § § two critical dimensions of leader behaviour are: 1. Consideration (employee-centred): -creating mutual respect and trust with followers 2. Initiating Structure (task-centred): -organizing and defining what group members should be doing Blake and Mouton’s Managerial Grid represents four leadership styles found by crossing concern for production and concern for people Research shows that there is not one best style of leadership. The effectiveness of a particular leadership style depends on the situation at hand. © 2003 Mc. Graw-Hill Ryerson Ltd.

Representation of Fiedler’s Contingency Model Situational Control High Control Situations Moderate Control Situations Low Control Situations Leader-member relations Good Poor Task Structure High Low High Low Position Power Strong Weak Strong I IV Situation Optimal Leadership Style II III Task Motivated Leadership © 2003 Mc. Graw-Hill Ryerson Ltd. V VI Relationship Motivated Leadership VII Weak VIII Task Motivated Leadership

Path-Goal Theory Employee Characteristics - Locus of control - Task ability - Need for achievement - Experience - Need for clarity - Leadership Styles Directive Supportive Participative Achievement oriented Employee Attitudes and Behaviour - Job satisfaction - Acceptance of leader - Motivation Environmental Factors - Employee’s task - Authority system - Work group © 2003 Mc. Graw-Hill Ryerson Ltd.

Transactional Leadership Transactional leadership focuses on the interpersonal interactions between managers and employees • Transactional Leaders - use contingent rewards to motivate employees - exert corrective action only when employees fail to obtain performance goals © 2003 Mc. Graw-Hill Ryerson Ltd.

Charismatic Leadership Charismatic leadership emphasizes symbolic leader behaviour that transforms employees to pursue organizational goals over self-interests • Charismatic Leaders - use visionary and inspirational messages rely on non-verbal communication appeal to ideological values attempt to intellectually stimulate employees display confidence in self and followers set high performance expectations © 2003 Mc. Graw-Hill Ryerson Ltd.

Transformational Leadership Transformational leadership involves the creation, communication, and modeling of a vision, and behaviours aimed at building commitment to the vision on the part of their followers • Transformational Leaders -do not necessarily have strong charisma -deal with employees on an individual, day to day level -build commitment to change © 2003 Mc. Graw-Hill Ryerson Ltd.

Charismatic Model of Leadership Individual and Organizational Characteristics • Traits • Organizational Culture Leader behaviour Effects on followers and work groups • Leader establishes a vision • Increased intrinsic motivation • Leader establishes high performance expectations and displays confidence in him/herself and the collective ability to realize the vision • Increased identification with the leader and the organization • Leader models the desired values, traits, beliefs, and behaviours needed to realize the vision © 2003 Mc. Graw-Hill Ryerson Ltd. • Increased cohesion among work group members • Increased selfesteem, self-efficacy • Increased role modeling of charismatic leadership Outcomes • Personal commitment to leader and vision • Self-sacrificial behaviour • Organizational commitment • Task meaningfulness and satisfaction • Increased individual group, and organizational performance

The Leader-Member Exchange (LMX Model) • • This model is based on the idea that one of two distinct types of leader-member exchange relationships evolve, and these exchanges are related to important work outcomes. - in-group exchange: a partnership characterized by mutual trust, respect and liking - out-group exchange: a partnership characterized by a lack of mutual trust, respect and liking Research supports this model © 2003 Mc. Graw-Hill Ryerson Ltd.

Substitutes for Leadership Characteristic Relationship. Oriented or Considerate Leader Behaviour is Unnecessary Task-Oriented or Initiating Structure Leader Behaviour is Unnecessary Of the Subordinate 1. Ability, experience, training, knowledge X 2. Need for independence X X 3. “Professional” orientation X X 4. Indifference toward organizational rewards X X Of the Task 5. Unambiguous and routine X 6. Methodically invariant X 7. Provides its own feedback concerning accomplishment X 8. Intrinsically satisfying. © 2003 Mc. Graw-Hill Ryerson Ltd. X

Substitutes for Leadership (cont’d) Characteristic Relationship -Oriented or Considerate Leader Behaviour is Unnecessary Task-Oriented or Initiating Structure Leader Behaviour is Unnecessary Of the Organization 9. Formalization (explicit plans, goals, and areas of responsibility) X 10. Inflexibility (rigid, unbending rules and procedures) X X 11. Highly specified and active advisory and staff functions X X 12. Closely knit, cohesive work groups X X 13. Organizational rewards not with the leader’s control 14. Spatial distance between superior and subordinate X Source: Adapted from S Kerr and J M Jermier, “Substitutes for Leadership: Their Meaning and Measurement, ” Organizational Behavior and Human Performance, December 1978, pp 375 -403 © 2003 Mc. Graw-Hill Ryerson Ltd.

Servant Leadership • • • Servant leadership represents a philosophy in which leaders focus on increased service to others rather than to oneself. A belief that great leaders act as servants, putting the needs of others, including employees, customers, and community as their first priority. A long-term, transformational approach to life and work © 2003 Mc. Graw-Hill Ryerson Ltd.

Characteristics of the Servant-Leader 1. Listening 2. Empathy 3. Healing 4. Awareness 5. Persuasion 6. Conceptualization 7. Foresight 8. Stewardship 9. Commitment to the growth of people 10. Building community © 2003 Mc. Graw-Hill Ryerson Ltd.

Superleadership • • • A superleader is someone who leads others to lead themselves by developing employees’ selfmanagement skills. Superleaders attempt to increase employees’ feelings of personal control and intrinsic motivation. Empower followers by acting as a teacher and coach rather that as a dictator and autocrat © 2003 Mc. Graw-Hill Ryerson Ltd.