Leadership

1. Leadership

2. Leadership Definition • Ability to guide a group to the achievement of goals • Also the ability to influence attitudes, beliefs, behavior and feelings of others • Supervisors are not the same as leaders!

3. Leadership Questions • What makes someone a “good” leader? • Is it who they are? • Is it what they do?

4. Approaches to Leadership • Universalistic • Great Person Theories • Trait theories • Behavioral Theories • Contingency Theories

5. Universalistic Theories • Great Person theory • “Who will make a good leader?” • First approach to leadership • Trait Theories • There are specific leadership traits • Assumes leaders will lead in all situations

6. Behavioral Approaches • “What do good leaders do?” • Ohio State and Michigan Studies • Consideration: Relationship Oriented • Initiating Structure: Task Oriented

7. Behavioral Theories • Leaders can be one, both, or neither! • These behaviors are linked to effective leadership behavior • However, it assumes behaviors work in all situations

8. Contingency Theory • In a specific condition, who will be a good leader with what behavior?

9. Feidler’s Contingency Model • Leadership Style • Measured by Least Preferred Coworker Scale (LPC) • Relationship or task

10. Feidler’s Contingency Model • Situational control • Leader Member Relations • Task Structure • Position Power • Group Effectiveness

12. Path-Goal Theory • Expectancy theory applied to leadership • Supervisory styles • Supportive • Directive • Participative • Challenging

13. Vroom-Yetton Decision Making • Normative leadership model about including group in decision making • Autocratic leaders (AI, AII) • Consultative leaders (CI, CII) • Democratic Leaders (GII) • Leader decides which style based on decision tree • Answer question and follow node

15. Leader-Member Exchanges • Leaders develop relationships with each member of work group • High quality relationship • member is part of cadre or “in-group” • more responsibility, higher satisfaction • Low quality relationship • member is part of hired hands or “out-group” • less responsibility, lower satisfaction

16. Theoretical Overview of LMX • Relationships develop from series of exchanges or interactions • Phase 1: Role-taking • member enters organization • leader assesses member’s abilities/talents • Phase 2: Role-making • informal, unstructured negotiation of role • Phase 3: Role-routinization • social exchange pattern emerges • becomes routine

17. Precursors of LMX • Member attributes influence relationship • Extroversion, abilities, ingratiation • Leader provides social support • Affective responses • Perceived similarity • Attraction • Trust • Communication is a moderator on performance ratings

18. Charismatic Leadership Theory • What is charisma? • Charismatic leadership theory states that leaders possess exceptional characteristics that cause followers to be loyal and inspired. • Charismatic leaders communicate shared group goals and convey confidence in their own abilities and those of followers. • Charismatic leaders are most effective when goals are unclear and situational conditions are unstable. • Some researchers suggest that charismatic leaders possess exceptionally high-quality social skills and an ability to inspire followers at a deep emotional level

19. Transformational Leaders • Transactional leaders • Leadership relationships based on exchange • Transformational leaders • Leadership relationships based on inspiration and change

20. Transformational Leadership • Four components • Idealized influence: the transformational leader is a positive role model. • Inspirational motivation: the leader inspires followers by providing a compelling vision of a positive future. • Intellectual stimulation: followers’ curiosity and creativity are stimulated and challenged. • Individualized consideration: the leader pays personal attention to each member’s needs and concerns.

21. Power • Legitimate power • Coercive Power • Reward Power • Referent Power • Expert Power

22. Leadership Case!