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LEADERSHIP

LEADERSHIP. Leadership. Bennis (1959) Probably more has been written and less known about leadership than about any other topic in the behavioral sciences. Burns (1978) Leadership is one of the most observed and least understood phenomena on earth.

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LEADERSHIP

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  1. LEADERSHIP

  2. Leadership • Bennis (1959) Probably more has been written and less known about leadership than about any other topic in the behavioral sciences. • Burns (1978) Leadership is one of the most observed and least understood phenomena on earth. • Yukl (1989) The field of leadership is presently in a state of ferment and confusion. Most widely known theories are beset with conceptual weakness and lack of strong empirical support

  3. LEADERSHIP • TRAIT APPROACHES • STYLE APPROACHES • CONTINGENCY APPROACHES

  4. TRAITS • PEOPLE WHO ARE LEADERS IN ONE SITUATION ARE MORE LIKELY TO LEAD IN OTHER SITUATIONS • KENNY & ZACCARO: (ROTATION STUDIES) TRAITS ACCOUNT FOR 49-82% VARIANCE IN OF LEADER EMERGENCE

  5. TRAITS • SEVERAL TRAITS SHOW WEAK RELATIONS TO BEING A LEADER(DOMINANCE, INTELLIGENCE, GENDER, TASK ABILITY, ADJUSTMENT, EXTRAVERSION) • SOME FACTORS MAY SHOW STRONGER RELATIONS (SELF-CONFIDENCE, PARTICIPATION)

  6. TRAITS • ABILITY, SOCIAL SKILLS, MOTIVATION MAY BE USEFUL • LESS SURE THAT TRAITS PREDICT EFFECTIVE LEADERSHIP

  7. STYLE • OHIO STATE MODEL • CONSIDERATION • (FRIENDLY, APPROACHABLE, USES GROUP SUGGESTIONS, TREATS MEMBERS AS HIS/HER EQUALS, ADVANCE NOTICE OF CHANGES) • INITIATING STRUCTURE • (ASSIGNS TASKS, MAKES ATTITUDES CLEAR TO GROUP, SCHEDULES WORK, DECIDES WHAT WORK IS DONE & HOW IT IS DONE)

  8. Easy Fusion Going Consideration Do Hard Nothing Nosed Initiating Structure

  9. 86%POS; 7%NEG CONSIDERATION SATISFACTION INITIATING STRUCTURE PERFORMANCE 72%POS;0%NEG

  10. OHIO STATE MODEL • BOTH CONSIDERATION AND INITIATING STRUCTURE ARE IMPORTANT ASPECTS OF LEADERSHIP. • GOOD LEADERS SHOULD EMPHASIZE BOTH ACHIEVING GOALS AND TREATING PEOPLE WELL.

  11. Transformational Leadership • Building commitment to organizational objectives and empowering employees to accomplish these objectives. • Activates higher order needs. • Followers feel trust, admiration, loyalty, respect for the leader, and are highly motivated.

  12. Transactional Contingent Rewardclarify work required for rewards Active Mgt. by Excmonitoring & taking corrective action Passive Mgt by Excpunish for obvious deviations from performance standards Transformational Charismaidentification & strong emotions Inspiration (vision) Intellectual Stimulationincrease awareness of problems, new perspective Individualized Considerationsupport, encourage, develop Transactional-Transformational

  13. Transformational Leadership Meta-Analysis (Lowe, 1996) • Three Transformational Scales were related to leader effectiveness in most studies • Charisma • Intellectual Stimulation • Individualized Consideration

  14. Transactional-Transformational • Both types of leader behavior are related to leader effectiveness. • Transformational behavior may be more strongly related. • Effective leaders use a mix of transactional and transformational behaviors.

  15. CONTINGENCY THEORIES • THE SITUATION DETERMINES THE SPECIFIC LEADERSHIP STYLE THAT IS MOST EFFECTIVE. • FIEDLER SHOWS THAT SOMETIMES PERSON ORIENTED (RELATIONSHIP MOTIVATED) LEADERS GET BETTER PERFORMANCE, OTHER TIMES TASK ORIENTED LEADERS GET BETTER RESULTS. • THE LEADER’S STYLE NEEDS TO MATCH THE DEMANDS OF THE SITUATION.

  16. Easy Fusion Going Consideration Do Hard Nothing Nosed Initiating Structure

  17. SITUATIONAL CONTROL • LEADER/MEMBER RELATIONS • TASK STRUCTURE (CLEAR GOALS, & FEEDBACK) • LEADER POSITION POWER

  18. FAVORABLE GOOD LEADER/ MEMBER RELATIONS STRUCTURED TASK POWERFUL LEADER UNFAVORABLE POOR LEADER/ MEMBER RELATIONS UNSTRUCTURED TASK LITTLE LEADER POWER FIEDLER’S CONTINGENCY THEORY

  19. FIEDLER’S CONTINGENCY THEORY PERSON ORIENTED LEADER = BETTER PERF TASK ORIENTED LEADER = BETTER PERF TASK ORIENTED LEADER = BETTER PERF + + + + - - - - + + - - + + - - + - + - + - + - FAVORABLE UNFAVORABLE

  20. Leader Substitutes • Instrumental Leadership leads to effective task performance, and Supportive Leadership leads to group maintenance. • But, factors other than leader behavior can help insure effective performance and group maintenance. • Thus, there are times when leader behaviors are unnecessary. • There are times when leader behaviors are ineffective.

  21. Yukl: Multiple Linkage Model • Leader behavior can improve group performance because it can affect intervening variables (effort, teamwork, etc.) which affect group performance. Leader Behavior Intervening Variables Group Performance

  22. Yukl: Intervening Variables • Effort • Ability & Role Clarity • Teamwork • Organization of Work • Cohesiveness & Cooperation • Resources & Support Services • External Coordination

  23. Yukl: Situational Constraints • Affect leader’s impact on group performance in 3 ways: • 1. Neutralizers constrain managerial behavior & moderate its effect. • 2. Substitutes directly influence intervening variables making leader action unnecessary. • 3. Determine the relative importance of intervening variables.

  24. Short Term Correct deficiencies in intervening variables Long Term Make the situation more favorable reduce constraints increase substitutes reduce importance of intervening variables not under control Leaders must understand factors affecting group performance and monitor and take appropriate action on both a short term and a long term basis.

  25. Examples of Long-Term Leader Action • Develop better relations w/ superiors • Gain more control of resource acquisition • start new, more profitable activities • upgrade personnel, equipment & facilities • modify formal group structure to reduce chronic problems • modify culture to increase motivation to excel.

  26. Vroom & Yetton Model • Overall decision effectiveness depends upon decision quality and decision acceptance. • Acceptance: Participation generally leads to high levels of acceptance. Acceptance is important when a decision can affect work motivation or when subordinates must implement the decision. • Quality: Participation may or may not improve the quality of the decision. It depends on the resources and motivations of the leader and subordinates.

  27. Participation • More participation now than 15 yrs ago. • Participation increases with age & level in the organization • Participation is greatest in academics and government, then private sector, least in military • Women are more participative • Most leaders show flexibility/ variability across situations

  28. Success Rates by Decision Type • AI 24% • AII 57% • CI 45% • CII 74% • GII 64% • Noncontingent participation increases effectiveness, but contingent participation is more closely predictive of decision effectiveness.

  29. Vroom Yetton/Jago Model • 65-70% of actual decisions match model • Quality violations are less frequent than acceptance violations • 22% of decision violating model were successful and 68% of decisions matching model were successful (V & Y, 1978). • 37% for violations and 62% for matches (V & J, 1988). • Number of rule violations is correlated with quality (r = -.31), acceptance (r = -.60) and overall effectiveness (r = -.49)

  30. Old Model Quality r = .24 Commitment r = . 53 Effectiveness r = .29 New Model Quality r = .38 Commitment r = .84 Effectiveness r = .75 Old vs New Vroom Model

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