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Leadership

Leadership. What is it? Hard to define We know it when we see it General Definition Social influence in an organizational setting, the effects of which are relevant to or have an impact on the achievement of organizational goals. Leader Effectiveness.

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Leadership

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  1. Leadership • What is it? • Hard to define • We know it when we see it • General Definition • Social influence in an organizational setting, the effects of which are relevant to or have an impact on the achievement of organizational goals

  2. Leader Effectiveness • How can we tell a “good” leader from a “poor” leader? (What results would we expect to see from a “good” leader?) • Performance (the job gets done) • Motivation (followers are energized) • Effort (followers try hard) • Satisfaction (followers are happy)

  3. People with certain traits have the potential to influence others and be leaders. People without these traits are followers. Traits associated with leadership Intelligence Scholarship Self-confidence Adaptability Sociability Verbal skills Leadership as Personality

  4. Leadership as Personality • Research on leadership traits showed: • People don’t become leaders just because they possess a certain combination of traits • The traits people have must be appropriate for the situation • No single trait was necessary for leadership • The importance of a given trait for leader effectiveness depends on the leader’s situation

  5. What do effective leaders do? Do effective leaders act differently the ineffective leaders? Ohio State Leadership Studies Identified two primary types of behavior Initiating Structure Consideration Leadership as Behavior

  6. Leadership as Behavior • 100’s of studies examined the effects of leader behavior on employees. • Results were mixed, inconclusive (Bass, 1990). • Fleishman and Harris (1962) found that initiating structure was positively related to employee grievances and turnover. • House, Filley, and Kerr (1971) found evidence suggesting initiating structure was positively related to employee satisfaction.

  7. Leadership as Behavior • Fleischman & Harris • The effects of IS on grievances depends on Consideration • The effects of both traits and behavior on leader effectiveness depends on the situation

  8. Situational Theories of Leadership • Least Preferred Coworker (LPC) Theory • Is a trait-situation model • Leader effectiveness depends on: • Leadership style (personality) - LPC • Situational favorability • Leader-member relations (good vs. bad) • Task structure (high vs. low) • Position power (strong vs. weak)

  9. Fiedler’s LPC Octants OCTANT LEADER/MEMBER RELATIONS TASK STRUCTURE POSITION POWER EFFECTIVE LEADER 1 Good Structured Strong Low LPC 2 Good Structured Weak Low LPC 3 Good Unstructured Strong Low LPC 4 Good Unstructured Weak High LPC 5 Bad Structured Strong High LPC 6 Bad Structured Weak High LPC 7 Bad Unstructured Strong High LPC 8 Bad Unstructured Weak Low LPC

  10. Least Preferred Coworker Theory • Critiques • Not clear what LPC is measuring • What about medium LPC leaders? • How does LPC score affect followers?

  11. Situational Theories of Leadership • Path-Goal Theory • Is a behavior-situation model • Hypothesizes that effects of leader behavior on employee performance and satisfaction depend on how leader behavior affects employee motivation.

  12. Path-Goal Theory • Leader behavior is hypothesized to enhance employee motivation by increasing employee expectations that: • putting forth a given level of effort will result in successful task completion and; • successful task completion will result in obtaining desired rewards (e.g. higher pay, promotions, recognition). • Employee motivation will be enhanced by leader behavior to the extent that employees view such behavior as acceptable. • Leader behavior is acceptable to the extent that it facilitates goal accomplishment or is a direct source of satisfaction. • Acceptability of leader behavior is determined by: • Environmental characteristics • Employee characteristics

  13. Path-Goal Theory • Critiques • Support for the theory is, at best, mixed. • Specifies too many “it depends on” variables. • Why not directly measure acceptability of leader behavior? • Does not make predictions about what happens when leaders exhibit certain behaviors in inappropriate situations. • Is it possible to receive too much leader behavior?

  14. Situational Theories of Leadership • Vroom-Yetton Normative Model • Leadership as decision making • Decision-situation model • Theorized that performance was affected by the process leaders use to make decisions

  15. Vroom-Yetton Normative Model • Process used to make decision affects: • Decision quality • Decision acceptance • The effectiveness of any decision making process depends on several situational factors

  16. Decision Making Example You are the head of a personnel department which reports to the company president. The president has asked you to make recommendations on how to change and update the performance appraisal system. You are not sure about the approach to take. Your specialty is selection and you desire more information on performance appraisal. Fortunately, three members of your staff are experienced with the various aspects of performance appraisal. However, they rarely agree with each other on the best way to achieve something when it comes to performance appraisal. Fortunately, for this project, these employees will not implement the recommendations.

  17. Agent exerts more influence on a target than a target can resist. Possible outcomes of using power Resistance Compliance Commitment Sources of Power Reward Coercive Legitimate Expert Referent Leadership as Power

  18. Likely Outcomes of Using Power

  19. Leadership depends not only on the characteristics and actions of the leader but also on the reactions of the followers. Leader-Member Exchange Theory Attempts to explain how leader-follower relationship can impact leader effectiveness Leadership as Relationships

  20. In-group Higher Levels of: competence and skill motivation Trustworthiness Take on: critical tasks more responsibility In exchange for: Attention Support Consideration Out-group Lower Levels of: competence and skill motivation Trustworthiness Does its job and receives standard rewards Leader-Member Exchange Theory

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