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Leadership

Leadership. Chapter 9. Lawrence Erlbaum Associates, Publisher, Copyright 2002. 9.1. Chapter Overview. Formal and Informal Leadership. Leadership as a Managerial Role. Contingency Approaches to Leadership. Alternative Theories of Leadership.

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Leadership

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  1. Leadership Chapter 9 Lawrence Erlbaum Associates, Publisher, Copyright 2002 9.1

  2. Chapter Overview • Formal and Informal Leadership • Leadership as a Managerial Role • Contingency Approaches to Leadership • Alternative Theories of Leadership Lawrence Erlbaum Associates, Publisher, Copyright 2002 9.2

  3. Leadership The ability to influence employees to go above and beyond mechanical compliance with the routine directives of the organization (Katz & Kahn, 1978) Lawrence Erlbaum Associates, Publisher, Copyright 2002 9.3

  4. Types of Leaders • Formal Leaders • ex: Vice President of an organization • Informal Leaders • ex: Group members recognized with a particular skill Lawrence Erlbaum Associates, Publisher, Copyright 2002 9.4

  5. Leadership vs. Management Managers Leaders EstablishingDirection Creating an Agenda Planning and Budgeting Organizing and Staffing Aligning People Developing a human network for achieving the agenda Motivating and Inspiring Controlling and Problem Solving Execution Outcomes Predictability and Order Change Lawrence Erlbaum Associates, Publisher, Copyright 2002 9.5

  6. Universal Approaches to Leadership Lawrence Erlbaum Associates, Publisher, Copyright 2002 9.6

  7. Transformational vs. Transactional Leadership • Transformational - arouses intense feelings and generates turbulent one-to-one relationships with followers • Transactional - motivates followers by exchanging rewards for services Lawrence Erlbaum Associates, Publisher, Copyright 2002 9.7

  8. The Transformational Leader • Raises the level of follower awareness, consciousness, and commitment to designated outcomes as well as knowledge of how to achieve these outcomes • Encourages followers to transcend their self-interests for the sake of the organization • Alters the followers’ needs or expands their wants Lawrence Erlbaum Associates, Publisher, Copyright 2002 9.8

  9. The Transactional Leader • Recognizes what subordinates want from their work and attempts to get it--when performance warrants • Exchanges rewards and promises of rewards for subordinates’ efforts • Is responsive to subordinates’ immediate self-interests--if they get the job done Lawrence Erlbaum Associates, Publisher, Copyright 2002 9.9

  10. Charismatic Leadership Transformational leaders use their leadership abilities to develop a common vision of what could be, to discover or create opportunities, and to strengthen organizational members’ control of their destinies Lawrence Erlbaum Associates, Publisher, Copyright 2002 9.10

  11. The Managerial Grid Concern for People 9 8 7 6 5 4 3 2 1 1,9 Country Club Management 9,9 Team Management 5,5 Organization Person Mgmt. 1,1 Impoverished Management 9,1 Authority Management 1 2 3 4 5 6 7 8 9 Concern for Production Lawrence Erlbaum Associates, Publisher, Copyright 2002 9.11

  12. Contingency Approaches to Leadership Lawrence Erlbaum Associates, Publisher, Copyright 2002 9.12

  13. Contingency Model The effectiveness of a leader’s behavior is determined by the nature of the situation with which which he or she is confronted Lawrence Erlbaum Associates, Publisher, Copyright 2002 9.13

  14. Least Preferred Coworker (LPC) Scale Measures two styles of behavior: Task oriented and relationship oriented Score High: Emphasize completing tasks; even at the expense of relationships Score Low: Derive satisfaction and a sense of accomplishment from relationships Lawrence Erlbaum Associates, Publisher, Copyright 2002 9.14

  15. Path-Goal Theory Leader Achievement-Orientedness Leader Directiveness Leader Participativeness Leader Supportiveness Lawrence Erlbaum Associates, Publisher, Copyright 2002 9.15

  16. Situational Leadership Model Leaders are effective when they use the most appropriate leadership style for the situation they face Lawrence Erlbaum Associates, Publisher, Copyright 2002 9.16

  17. Alternative Theories of Leadership Lawrence Erlbaum Associates, Publisher, Copyright 2002 9.17

  18. Leader-Member Exchange Model LMX focuses on the differential patterns of interaction between leaders and subordinates Lawrence Erlbaum Associates, Publisher, Copyright 2002 9.18

  19. Attribution Model of Leadership Perceived source of responsibility • Information cues • Distinctiveness • Consistency • Consensus Leader behavior in response to attributions: Reprimand Transfer Demotion Personal concern Training • Observation of • poor quality: • Rejects • Excess scrap • Returned • products • Excessive costs Causal attribution of poor quality: Low effort Low commitment Lack of ability Improper equipment Unfair deadlines Illnesses #1 #2 Lawrence Erlbaum Associates, Publisher, Copyright 2002 9.19

  20. Substitutes for Leadership Neutralizers Substitutes Vision Lawrence Erlbaum Associates, Publisher, Copyright 2002 9.20

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