Leadership

• Leadership ability to guide a group toward the achievement of goals.
• The great man/woman theory, which is much older than any of the formal social science disciplines, reflects the adage that “great leaders are born, not made.”

  This theory is a belief that personal qualities and abilities make certain great persons natural leaders
• Proponents of the great man/woman theory would state that if important historical leaders such as Julius Caesar, Alexander the Great, or Joan of Arc were alive today, they would again rise to positions of leadership because of their natural abilities.
• Traits enduring attributes associated with an individual’s makeup or personality.
• Trait Theory attempts to discover the traits shared by all effective leaders.
• Kenny and Zaccaro (1983) described flexibility as “the ability to perceive the needs and goals of a constituency and to adjust one’s personal approach to group action accordingly.”
• Behavioral Theories of Leadership theories derived from studies at Ohio State and University of Michigan that focus on the behaviors common to effective leaders.
• Ohio State Leadership Studies:

  Initiating structure includes leader activities that define and organize, or structure, the work situation, such as assigning specific tasks, defining work group roles, meeting deadlines, making task related decisions, and maintaining standards of work performance.
• Ohio State Leadership Studies:

  Consideration describes behaviors that show a genuine concern for the feelings, attitudes, and needs of subordinates by developing rapport with them and showing them mutual respect and trust.
• University of Michigan Leadership Studies:

  Task-oriented behaviors are concentrated on performing the job that the work group faces and are thus similar to those of the initiating structure factor.
• University of Michigan Leadership Studies:

  Relationship-oriented behaviors include showing concern for employees’ well-being and involving them in decision-making processes.
• Contingency Theories of Leadership

  This examines the interaction of characteristics of the leader and the situation, stating that effective leadership depends on the proper match between the two
• Fiedler’s Contingency Model a leadership theory that maintains that effective leadership depends on a match between the leader’s style and the degree to which the work situation gives control and influence to the leader.
• According to Fiedler, certain leaders may be primarily concerned with getting the job done (task oriented), although they are also concerned with maintaining good group relations.
• The path–goal theory states that a leader’s job is to help the work group attain the goals that they desire
• Directive Behavior leader behavior that provides instructions and suggestions for performing a job.
• Achievement-oriented behavior focuses on specific work outcomes and may involve setting challenging goals for the group and measuring and encouraging improvements in performance.
• Supportive behavior concentrates on the interpersonal relations among group members by showing concern for workers’ well-being and providing a friendly work environment.
• Participative behavior encourages members to take an active role in work group planning and decision making through actions such as soliciting information from workers about how to do the job and asking for opinions and suggestions.
• Decision-Making Model a theory that matches characteristics of the situation with leader decision-making strategies.

  To define the decision-making situation, the theory provides a series of yes–no, work-related questions that a leader must ask before adopting a particular strategy
• Autocratic decision 1: The leader makes the decision alone, using information available only to the leader.
• Autocratic decision 2: The leader obtains information from subordinates and then makes the decision alone.
• Consultative decision 1: The leader shares the problem with relevant subordinates and gets their ideas and input individually but makes the decision alone.
• Consultative decision 2: The leader shares the problem with subordinates as group and gets their collective input, but makes the decision alone.
• Group decision: The leader shares the problem with subordinates as a group and together they make a consensus decision.
• The leader–member exchange model (LMX) takes a different approach and considers that effective leadership is determined by the quality of the interaction between the leader and a particular work group member.
• Charismatic Leadership Theory states that leaders possess some exceptional characteristics that cause followers to be loyal and inspired.

  Charismatic leadership theory focuses on such exceptional leaders and tries to identify and define the characteristics that these leaders possess that inspire followers to identify with and to be devoted to them and also outlines the nature of the relationship charismatic leaders have with followers.
• Transactional leadership occurs when the relationship between leader and followers is based on some sort of exchange or “transaction,” such as exchanging money or praise for work, or exchanging leader consideration behaviors for employee loyalty and commitment.
• Transformational leadership involves the leader changing the values, beliefs, and attitudes of followers.
• Four components make up transformational leadership:

  
  

  Idealized influence refers to the transformational leader being a positive role model for follewers. Transformational leaders "walk the talk" and would not behave in a manner inconsistent with their beliefs or values. As a result, transformational leaders are respected and admired by follewers.
• Four components make up transformational leadership:

  
  

  Inspirational Motivation like charismatic leaders, transformational leaders are able to arouse and inspire followers by providing a compelling vision of a positive future and important and meaningful outcomes.
• Four components make up transformational leadership:

  
  

  Intellectual Stimulation transformational leaders stimulate followers' curiosity and their innovation and creativity. This is done in an intellectually challenging way, allowing followers to have input into brainsotrming sessions and in decision making.
• Four components make up transformational leadership:

  Individualized Consideration involves the leader's personalized attention to each follower's feelings, needs, and concerns. Through this individualized attention, each follower is developed to his or her full potential.