Leadership

1. Leadership

2. Leadership is both a process and a set of characteristic behaviors • Process - use of non-coercive influence to direct and energize others to behaviorally commit to the leader’s goals • Characteristic behaviors - the creation of vision and goals and the motivating of others to obtain voluntary commitment

3. Fiedler Contingency Theory of Leadership Effectiveness • Premise: There must be a match between the leader’s style and the demands of the situation for the leader to be effective. • Assumption: Leadership style does not change. If a mismatch occurs between style and the situation, change the situation.

4. Leadership is defined by the primary source of motivation for the leader as determined by responses to a survey called the Least Preferred Co-worker Scale (LPC): • relationship-motivated leader (high LPC) • task-motivated leader (low LPC) • independence motivated leader (middle LPC)

5. Take a Look at Your Leadership Style • Fiedler’s Least Preferred Co-worker Scale • Are you a high or low LPC? • Do you agree with the survey results?

6. Situation defined in terms of three variables 1 Leader-Member Relations 2 Subordinate Task Structure 3 Position Power

7. 1 Leader-Member Relations Acceptance of leader by subordinates Acceptance of leader by peers Support from superiors

8. 2 Subordinate Task Structure • Is the goal of the task clearly stated or known? • Is there only one way to accomplish the task? • Is there only one correct answer or solution? • Is it easy to check whether the job was done right? (Note: Leader experience increases task structure.)

9. 3 Position Power The extent to which the leader possesses: • reward • punishment and/or • legitimate power.

10. Outcomes • Leader Effectiveness - performance of the group in relation to other similar groups. • If there is a match between the leader’s style and the situational determinants, the leader will be effective

11. Leader-Member Relations Task Structure Position Power Quadrant Situational favorableness Matching Leader Style Good \/ Poor Structured Unstructured Structured Unstructured High Low High Low High Low High Low 1 2 3 4 5 6 7 8 Very Moderately Very favorable favorable unfavorable Task-oriented Person-orientated Task-oriented Low LPC High LPC Low LPC (quad. 1-3) (quad. 4-6) (quad. 7-8)

12. Premise: The leader’s responsibility is to clarify the path that subordinates need to take to obtain work-related goals. Assumption: Leaders can change styles and are astute in assessing situational contingencies. Path-Goal Theory

13. Leadership is defined in terms of four styles • Directive - gives directions • Supportive - shows concern • Achievement - emphasizes excellence • Participative - involves subordinates

14. Situation • Subordinate Attributes: • Authoritarianism • Internal-external orientation • Ability • Work-Setting Attributes • Task • Formal authority system • Primary work group

15. Outcomes • Job Satisfaction • Job leads to valued rewards • Acceptance of Leader • Leader leads to valued rewards • Motivational behavior • Expectancy that effort leads to performance • Instrumentality that such a performance is the path to valued rewards NOTE: Desired outcomes can be obtained if the leader correctly matches style with the situation

16. Vroom, Yetton, Jago’s Model of Leadership Decision Making • Premise: Effective leaders know when to involve subordinates in decision making. • Assumptions: Leaders can change their decision styles; participation in decision making leads to commitment to that decision; and participation in structured decisions is wasteful.

17. Leadership is defined in terms of degree of subordinate participation in decision making • autocratic • consultative • group

18. Situation is defined in terms of: • Problem or decision attributes • Technical quality • Structure of the problem/decision • Leader’s level of information about the problem • Subordinate commitment, information and goal orientation

19. Outcomes High quality decisions that elicit subordinate commitment.

20. Effective Leaders Use Political Skills Ethically Political Skills Survey(Perrewe, et. al, 2004 – Academy of Management Journal) (1 = strongly disagree; 7 = strongly agree) • I find it easy to envision myself in the position of others • I am able to make most people feel comfortable and at ease around me • It is easy for me to develop good rapport with most people • I understand people well • I am good at getting others to respond positively to me • I usually try to find common ground with others.

21. Comparative Sample230 Employees (50% managers) Add up responses – divide by 6 Average Score – 3.76 S.D. - .62 Alpha = .71

22. Transformational Leadership Premise: Implementing organizational change is the major challenge that present and future leaders face in the rapidly changing global business environment

23. Transformational leadership occurs when the leader: • broadens and elevates the interests of their employees • generates awareness and acceptance of the purposes and mission of the group • stirs employees to look beyond their own self-interest for the good of the group

24. Characteristics of the Transformational Leader • creates and articulates a vision • sets high expectations • serves as a role model • energizes others • demonstrates personal excitement • demonstrates charisma

25. expresses confidence • uses success to celebrate progress toward vision • facilitates change • expresses personal support • demonstrates empathy by listening, understanding, etc. • expresses confidence in people

26. A Survey of Corporate Leadership – Team Discussion • Examine the characteristics of the transformational leader as well as the lists generated by executives from the handout (A Survey of Corporate Leadership) • As a team, select one leader (someone’s boss, a public corporate leader, a friend, yourself, etc.) • Analyze the leader • Is he/she transformational? Does she/he follow the 10 commandments?

27. The Alternative to Effective Leadership You're fired You're fired